In the paper “Integrity: without it nothing works” we learne…
Question 1In the paper “Integrity: without it nothing works” we learned that when giving our word, most people do not consider fully what it will take to keep that word. That is, people do not do a cost/benefit analysis on giving their word. In effect, when giving their word, most people are merely sincere (well-meaning) or placating someone, and don’t even think about what it will take to keep their word.
Answers:
True
False
Question 2Toxic leaders can be described as those who engage in destructive behaviors and who exhibit dysfunctional personal characteristics.
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True
False
Question 3Insular leaders draw a clear boundary between the welfare of his or her immediate group or organization and outsiders.
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True
False
Question 4Leaders with wise use of power must recognize and resist the dangers posed by possessing too much power while making sure that followers aren’t corrupted by having too little.
Answers:
True
False
Question 5The Leader-Member Exchange (LMX) theory is based on the notion that leaders develop closer relationships, with one group of followers.
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True
False
Question 6Selfishness manifests through pride, greed, narcissism, and Machiavellianism.
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True
False
Question 7A Machiavellian is skilled at manipulating others for their own ends; engage in lots of self-promotion, are emotionally cold, and are prone to aggressive behavior.
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True
False
Question 8Authoritarians are a group of susceptible followers that believe that leaders have a right to demand obedience and it is their belief in the legitimacy of the leader that triggers their obedience.
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True
False
Question 9Acolytes are a group of susceptible followers that are “true believers;” they actively partner with the leader because they share the leader’s goals and values.
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True
False
Question 10Bad leaders take advantage of the need to feel special convincing followers that they are part of a unique organization or cause that is better than all others.
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True
False
Question 11What type of leader is uncaring or unkind, ignoring or downplaying the needs, wants, and wishes of followers. Former hotel magnate Leona Helmsley personifies the callous leader. She earned the title “the Queen of Mean” by screaming at employees and firing them for minor infractions such as having dirty fingernails. Helmsley later served time in prison for tax evasion. (She once quipped, “Only the little people pay taxes.”)
Answers:
A. Callous
B. Corrupt
C. Insular
D. Evil
Question 12Followers 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 hours a week, leaving little time for family and personal interests. They experience stress and burnout, and their family relationships suffer.
Answers:
True
False
Question 13Soft power is based on attracting others rather than forcing them or inducing them to comply. Leaders use soft power when they set a worthy example, create an inspiring vision, and build positive relationships with subordinates. Typically those without formal authority rely more heavily on soft power, but even those in formal leadership positions, such as military officers, try to attract followers by acting as role models and emphasizing the group’s mission. Effective leaders combine hard and soft power into smart power to achieve their goals. For instance, a manager may try to persuade an employee to follow a new policy while at the same time outlining the penalties the subordinate will face if he or she does not comply.
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True
False
Question 14Leaders considering a wise use of power:
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A. Consider what types of power they should use and when and for what purposes.
B. Need to determine how much power to keep and how much to give away.
C. Must recognize and resist the dangers posed by possessing too much power while making sure that followers aren’t corrupted by having too little.
D. All of the Above
Question 15Descriptions of bad leaders include:
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A. Incompetent
B. Rigid
C. Intemperate
D. Insular
E. All of the Above
Question 16Immoral leaders cast dark shadows when they hoard privileges, act inconsistently, misplace or betray loyalties, and fail to assume responsibilities.
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True
False
Question 17Management professors Dean Ludwig and Clinton Longenecker believe that top managers often become the victims of their own successes, leading even highly moral individuals to abandon their principles. Having achieved their goals after years of service and hard work, these competent, popular, and ethical leaders destroy their careers by engaging in behavior they know is wrong. Ludwig and Longenecker refer to this pattern as the “Bathsheba syndrome.”
Answers:
True
False
Question 18A great deal of destructive leadership behavior is driven by self-centeredness, which manifests itself through pride, greed, narcissism, and Machiavellianism. Self-centered leaders are proud of themselves and their accomplishments. They lack empathy for others and can’t see other points of view or learn from followers. They are too important to do “little things” such as making their own coffee or standing in line, so they hire others to handle these tasks for them. Their focus is on defending their turf and maintaining their status instead of on cooperating with other groups to serve the common good. Ego-driven leaders ignore creative ideas and valuable data that come from outside their circles of influence.
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True
False
Question 19Unhealthy motivations of leaders include insecurity, functional atheism, and denying death.
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True
False
Question 20Moral disengagement:
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A. Helps account for the fact that individuals can have a clear sense of right and wrong yet engage in immoral activities.
B. Involves individuals who convince themselves that their immoral conduct is moral, they minimize their role in causing harm, and they devalue the victims of their destructive behaviour.
C. Only happens to bad folks
D. A and B
Question 21According to a number of psychologists, narcissism, Machiavellianism, and psychopathy are the “Dark Triad” behind the dark side of leadership.
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True
False
Question 22Authoritarians believe that leaders have a right to demand obedience, and it is their belief in the legitimacy of the leader that triggers their obedience.
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True
False
Question 23Moral imagination does not enhance moral reasoning because it does not encourage the generation of novel alternatives.
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True
False
Question 24Tyrannical leaders act against the interests of both subordinates and the organization.
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True
False
Question 25 Referent (role model) power refers to power based on penalties or punishments.
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True
False
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