Chapter 1: The Leader’s Light or Shadow
Test Bank
Multiple Choice
1. ______ power uses inducements (bonuses, raises) and threats (arrests, firings) to get people to go along, while ______ power is based on attracting others rather than forcing them or inducing them to comply.
A. Derailed; referent
B. Hard; soft
C. Mismanaged; inconsistent
D. Loyal; disloyal
Ans: B
Cognitive Domain: Comprehension
Answer Location: The Shadow of Power
Difficulty Level: Medium
AACSB Standard: Application of knowledge
2. ______ leaders may lack emotional or academic intelligence, for example, or be careless, distracted, or sloppy.
A. Callous
B. Rigid
C. Toxic
D. Incompetent
Ans: D
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
3. ______ leaders lack self-control and are enabled by followers who don’t want to intervene or can’t.
A. Callous
B. Intemperate
C. Incompetent
D. Toxic
Ans: B
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
4. ______ leaders and at least some of their followers lie, cheat, and steal.
A. Callous
B. Corrupt
C. Toxic
D. Rigid
Ans: B
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
5. Former U.S. President Bill Clinton behaved in a/an ______ manner when he didn’t intervene in the Rwandan genocide that took the lives of 800,000 to 1 million people in 1994.
A. insular
B. callous
C. rigid
D. corrupt
Ans: A
Cognitive Domain: Application
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Hard
AACSB Standard: Application of knowledge
6. Abu Bakr al-Baghdadi is one example of a/an ______ leader.
A. insular
B. evil
C. corrupt
D. toxic
Ans: B
Cognitive Domain: Analysis
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Application of knowledge
7. ______ leaders care for the welfare of subordinates at the expense of organizational goals.
A. Supportive/disloyal
B. Tyrannical
C. Callous
D. Derailed
Ans: A
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
8. ______ leaders act against the interests of both subordinates and the organization.
A. Supportive/disloyal
B. Derailed
C. Callous
D. Tyrannical
Ans: B
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
9. To avoid contributing to a shadowy environment, followers must deliver ______ and accept responsibility for their actions.
A. bad news
B. reprimands
C. punishment
D. firings
Ans: A
Cognitive Domain: Comprehension
Answer Location: The Challenge of Bad News
Difficulty Level: Easy
AACSB Standard: Application of knowledge
10. ______ leaders act against the interests of both subordinates and the organization. Laissez-faire leaders engage in passive and indirect negative behavior.
A. Supportive
B. Derailed
C. Disloyal
D. Tyrannical
Ans: B
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Application of knowledge
11. Leaders almost always enjoy greater ______ than followers do.
A. power
B. privileges
C. benefits
D. praise
Ans: B
Cognitive Domain: Knowledge
Answer Location: The Shadow of Privilege
Difficulty Level: Easy
AACSB Standard: Application of knowledge
12. Leaders have more access to ______ than do others in an organization.
A. stocks
B. salary
C. communication
D. information
Ans: D
Cognitive Domain: Knowledge
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Easy
AACSB Standard: Application of knowledge
13. Which one of the descriptions below would not be a description of an unethical leader?
A. They fail to reveal conflicts of interest.
B. They withhold information that followers need.
C. They use information solely for personal benefit.
D. They derail communication in the organization.
Ans: D
Cognitive Domain: Application
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
14. Impression management is integral to effective leadership because followers have images of ideal leaders called ______.
A. prototypes
B. stereotypes
C. deification
D. referent power
Ans: A
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
15. ______ impression managers meet group wants and needs, not just the needs of the leaders.
A. Idea
B. Prototyped
C. Ethical
D. Loyal
Ans: C
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Easy
AACSB Standard: Application of knowledge
16. Diverse followers, varying levels of relationships, and elements of the situation make ______ an ethical burden of leadership.
A. consistency
B. loyalty
C. communication
D. engaging
Ans: A
Cognitive Domain: Application
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
17. According to the text, ______ is a mixed blessing.
A. leadership
B. power
C. knowledge
D. privilege
Ans: C
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
18. Leaders act irresponsibly when they fail to ______.
A. make reasonable efforts to prevent misdeeds on the part of their followers
B. engage in destructive behavior
C. ignore or deny ethical problems
D. shoulder responsibility for the consequences of their directives
Ans: A
Cognitive Domain: Analysis
Answer Location: The Shadow of Irresponsibility
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
19. ______ leaders may be competent, but they are unyielding, unable to accept new ideas, new information, or changing conditions.
A. Callous
B. Rigid
C. Abusive
D. Tyrannical
Ans: B
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
20. ______ leaders are uncaring or unkind, ignoring or downplaying the needs, wants, and wishes of followers.
A. Callous
B. Rigid
C. Abusive
D. Tyrannical
Ans: A
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
21. ______ leaders reach organizational goals while abusing followers.
A. Callous
B. Laissez-faire
C. Tyrannical
D. Abusive
Ans: C
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/the Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
22. ______leaders engage in passive and indirect negative behavior.
A. Callous
B. Laissez-faire
C. Tyrannical
D. Abusive
Ans: B
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
23. ______ is another name for role model power.
A. Referent
B. Legitimate
C. Expert
D. Authority
Ans: A
Cognitive Domain: Comprehension
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
24. ______ theory is based on the notion that a leader develops a closer relationship with one group of followers than with others.
A. Scientific management
B. LMX
C. Equity
D. Equality
Ans: B
Cognitive Domain: Comprehension
Answer Location: The Shadow of Inconsistency
Difficulty Level: Medium
AACSB Standard: Application of knowledge
25. ______ can be compared to a performance on a stage.
A. Scientific management
B. Role management
C. Impression management
D. Equity management
Ans: C
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
26. ______ and ______ represent the power of leaders to either illuminate the lives of their followers or cast them in darkness.
A. Sun; moon
B. Bright; dark
C. Rain; clouds
D. Light; shadow
Ans: D
Cognitive Domain: Comprehension
Answer Location: What’s Ahead
Difficulty Level: Easy
AACSB Standard: Application of knowledge
27. The greater a leader’s ______, the greater the potential for abuse.
A. role
B. power
C. rank
D. potential
Ans: B
Cognitive Domain: Knowledge
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
28. According to LMX, the ______ have high levels of trust, mutual influence, and support that characterize their exchanges with the leader.
A. out-groups
B. in-groups
C. role models
D. mentors
Ans: B
Cognitive Domain: Comprehension
Answer Location: The Shadow of Inconsistency
Difficulty Level: Easy
AACSB Standard: Application of knowledge
29. ______ leaders engage in destructive behaviors and display dysfunctional personal characteristics.
A. Abusive
B. Callous
C. Rigid
D. Toxic
Ans: D
Cognitive Domain: Comprehension
Answer Location: Implications and Applications
Difficulty Level: Easy
AACSB Standard: Application of knowledge
30. There is a difference between healthy skepticism, which prevents followers from being exploited, and unhealthy ______, which undermines individual and group performance.
A. abuse
B. bias
C. cynicism
D. power
Ans: C
Cognitive Domain: Comprehension
Answer Location: The Challenge of Cynicism
Difficulty Level: Easy
AACSB Standard: Application of knowledge
31. ______is making inappropriate or excessive threats for not complying with the leader’s directives.
A. Abuse
B. Belittling
C. Cruelty
D. Coercion
Ans: D
Cognitive Domain: Knowledge
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
32. ______is lying and giving false or misleading information.
A. Abuse
B. Deceit
C. Cruelty
D. Coercion
Ans: B
Cognitive Domain: Knowledge
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
33. ______is creating a master–servant relationship in which bosses can do whatever they want because they feel superior.
A. Deification
B. Cruelty
C. Abuse
D. Coercion
Ans: A
Cognitive Domain: Knowledge
Answer Location: The Shadow of Power
Difficulty Level: Medium
AACSB Standard: Application of knowledge
34. ______ leaders lack the motivation or the ability to sustain effective action.
A. Callous
B. Rigid
C. Abusive
D. Incompetent
Ans: D
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
35. ______ leaders are unable to accept new ideas.
A. Callous
B. Rigid
C. Abusive
D. Incompetent
Ans: B
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
36. ______ leaders lack self-control.
A. Intemperate
B. Callous
C. Incompetent
D. Rigid
Ans: A
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
37. ______ leaders put self-interest ahead of the public interest.
A. Corrupt
B. Abusive
C. Incompetent
D. Rigid
Ans: A
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
38. ______ leaders draw a clear boundary between the welfare of his or her immediate group or organization and outsiders.
A. Corrupt
B. Incompetent
C. Rigid
D. Insular
Ans: D
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
39. The head of ISIS would be an example of a(n) ______ leader.
A. evil
B. abusive
C. tyrannical
D. rigid
Ans: A
Cognitive Domain: Application
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge
40. Roberto preferred to earn the respect of his employees rather than force employees to follow him. What kind of power is Roberto modeling?
A. expert
B. referent
C. legitimate
D. reward
Ans: B
Cognitive Domain: Application
Answer Location: The Shadow of Power
Difficulty Level: Medium
AACSB Standard: Application of knowledge
41. Carla liked to deliver praise and bonuses to her employees to motivate them. What kind of power is Carla modeling?
A. expert
B. referent
C. legitimate
D. reward
Ans: D
Cognitive Domain: Application
Answer Location: The Shadow of Power
Difficulty Level: Medium
AACSB Standard: Application of knowledge
42. As a leader in her organization, every year Ruth gave up 1 week of vacation time to serve at a camp for at-risk youth. This is an example of ______.
A. sharing power
B. sharing mismanaged information
C. sharing privilege
D. sharing broken loyalties
Ans: C
Cognitive Domain: Application
Answer Location: The Shadow of Privilege
Difficulty Level: Medium
AACSB Standard: Application of knowledge
True/False
1. Hard power uses bonuses, raises, or threats to get people to go along.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
2. U.S. workers prefer leaders who rely on legitimate power.
Ans: F
Cognitive Domain: Knowledge
Answer Location: The Leader’s Shadows
Difficulty Level: Easy
AACSB Standard: Application of knowledge
3. Toxic leaders engage in destructive behaviors and display dysfunctional personal characteristics.
Ans: T
Cognitive Domain: Knowledge
Answer Location: A Dramatic Difference/the Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Application of knowledge
4. Employers are also gathering more and more information about employee behavior both on and off the job.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
5. Companies do not have the right to gather information in order to improve performance and eliminate waste and theft.
Ans: F
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
6. Impression management can be compared to a performance on a stage.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Easy
AACSB Standard: Application of knowledge
7. Powerful leaders are not prone to biased judgments.
Ans: F
Cognitive Domain: Comprehension
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
8. Impression management can be used to reach immoral ends.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge
9. Many of history’s villains are traitors.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Shadow of Misplaced and Broken Loyalties
Difficulty Level: Easy
AACSB Standard: Application of knowledge
10. Derailed leaders reach organizational goals while abusing followers.
Ans: F
Cognitive Domain: Application
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Application of knowledge
11. Followers can walk on the dark side if they fail to meet moral responsibilities of their roles.
Ans: T
Cognitive Domain: Comprehension
Answer Location: The Ethical Challenges of Followership
Difficulty Level: Easy
AACSB Standard: Ethical understanding and reasoning
Short Answer/Essay
1. The Bond scholars identified seven clusters of destructive leader behaviors. Discuss each “cluster” in a minimum of one sentence.
Ans:
Cluster 1: This type of leader makes poor decisions (often based on inadequate information), lies and engages in other unethical behavior, cannot deal with new technology, and typically fails to prioritize and delegate.
Cluster 2: This type of leader lacks critical skills. She or he is unable to negotiate or persuade and cannot develop or motivate subordinates.
Cluster 3: This type of leader makes good decisions and has the necessary leadership skills but is overly controlling and micromanages followers.
Cluster 4: This type of leader can’t deal with conflict but plays favorites and behaves inconsistently.
Cluster 5: This type of leader isn’t all that bad but isn’t all that good either. Leaders in this category don’t seek information from others, don’t change their minds, and don’t do a good job of coordinating followers.
Cluster 6: This type of leader isolates the group from the rest of the organization.
Cluster 7: This type of leader creates a situation of “significant misery and despair.” Leaders in this group are brutal and bullying, frequently lying and engaging in other unethical behavior.
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Medium
AACSB Standard: Application of knowledge
2. What is meant by “the challenge of obligation?” What does this have to do with followership?
Ans: Followers contribute to a shadowy atmosphere when they fail to fulfill their minimal responsibilities by coming to work late, taking extended breaks, not carrying out assignments, undermining the authority of their leaders, stealing supplies, and so on. However, they can also contribute to an unethical climate by taking on too many obligations. Employees forced to work mandatory overtime, and salaried staff at many technology and consulting firms work 70–80 hr a week, leaving little time for family and personal interests. They experience stress and burnout, and their family relationships suffer.
Cognitive Domain: Analysis
Answer Location: The Challenge of Obligation
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
3. Discuss the challenge of cynicism and what it means to followership.
Ans: There is a difference between healthy skepticism, which prevents followers from being exploited, and unhealthy cynicism, which undermines individual and group performance. Followers darken the atmosphere when they become organizational cynics. That’s because cynicism destroys commitment and undermines trust. Collective performance suffers as a result. Few give their best effort when they are disillusioned with the group. Cynical employees feel less identification with and commitment to their employers while being more resistant to change; they are less likely to go beyond their job duties to help their colleagues and their organizations.The greater the degree of cynicism, the more effort is directed toward attacking the organization at the expense of completing the task at hand.
Cognitive Domain: Analysis
Answer Location: The Ethical Challenges of Followership
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
4. Name and briefly define four behaviors of “brutal” bosses.
Ans:
Deceit: lying and giving false or misleading information
Constraint: restricting followers’ activities outside work, such as telling them whom they can befriend, where they can live, with whom they can live, and the civic activities they can participate in
Coercion: making inappropriate or excessive threats for not complying with the leader’s directives
Selfishness: blaming subordinates and making them scapegoats
Inequity: supplying unequal benefits or punishments based on favoritism or criteria unrelated to the job
Cruelty: harming subordinates in such illegitimate ways as name-calling or public humiliation
Disregard: ignoring normal standards of politeness; obvious disregard for what is happening in the lives of followers
Deification: creating a master–servant relationship in which bosses can do whatever they want because they feel superior
Cognitive Domain: Knowledge
Answer Location: The Shadow of Power
Difficulty Level: Easy
AACSB Standard: Application of knowledge
5. Your book discusses some of the common shadows cast by leaders faced with the ethical challenges of leadership. What are the two important questions that arose while identifying these shadows?
Ans: (1) Why is it that, when faced with the same ethical challenges, some leaders cast light and others cast shadows? and (2) What steps can we take as leaders to cast more light than shadow?
Answer Location: The Shadow of Irresponsibility
Cognitive Domain: Comprehension
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
6. Is there a difference between ethics and morals? Why or why not?
Ans: Varies.
Cognitive Domain: Comprehension
Answer Location: NA
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
7. Describe the relationship between leading and following. How do these roles differ? Overlap?
Ans: Varies.
Cognitive Domain: Application
Answer Location: NA
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
8. Describe the process of ethical leadership.
Ans: Varies.
Cognitive Domain: Comprehension
Answer Location: NA
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
9. What advice would you give a new leader about the use and abuse of power?
Ans: Varies.
Cognitive Domain: Application
Answer Location: NA
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
10. What are the characteristics of ethical impression management?
Ans: Varies.
Cognitive Domain: Comprehension
Answer Location: NA
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
11. Outline the steps you can take to better meet the ethical challenges of followership.
Ans: Varies.
Cognitive Domain: Application
Answer Location: NA
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
12. Give an example of a leader who used their destructive power to serve their own self-interests.
Ans: Varies.
Cognitive Domain: Application
Answer Location: NA
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
13. Provide an example of how sharing power can prevent power abuses and improve organizational performance.
Ans: Varies.
Cognitive Domain: Application
Answer Location: NA
Difficulty Level: Medium
AACSB Standard: Ethical understanding and reasoning
14. Based on the case study 1.1, Keeping Harvey Weinstein’s Dark Secrets, how can we keep superstars in any field from abusing their power and covering up their actions? How can we protect the powerless?
Ans: Varies.
Cognitive Domain: Application
Answer Location: Case Study 1.1
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
15. Based on the case study 1.2, Do-It Yourself Guns, do you think that computer code is a form of free speech? Why or why not?
Ans: Varies.
Cognitive Domain: Application
Answer Location: Case Study 1.2
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
16. Based on the case study 1.3, Looking Out for Number One at the EPA, did Pruittfor Number One at the EPA and reasoning speech? Why or why not?ring up the, or did his desire for power and privilege lead to his misplaced and broken loyalties?
Ans: Varies.
Cognitive Domain: Application
Answer Location: Case Study 1.3
Difficulty Level: Hard
AACSB Standard: Ethical understanding and reasoning
