Chapter 9-Charismatic and Transformational Leadership: TRUE/FALSE (Concepts)

Chapter 9—Charismatic and Transformational Leadership
TRUE/FALSE (Concepts)
1. Personal meaning is knowing who you are based on your lifespan of experiences, motivation
states, and action orientation.
ANS: F PTS: 1 DIF: Medium REF: Conceptual

OBJ: 1 NAT: AACSB Reflective Thinking | Individual Dynamics
2. Selflessness is an unselfish regard for or devotion to the welfare of others.
ANS: T PTS: 1 DIF: Easy REF: Conceptual

3. Charismatic leaders tend to have a more activist mind-set than noncharismatic leaders.

OBJ: 1 NAT: AACSB Reflective Thinking | Leadership Principles
4. Values are generalized beliefs or behaviors that are considered by an individual or a group to be
important.
ANS: T PTS: 1 DIF: Medium REF: Conceptual

5. The Greek word charisma means “extraordinary gift.”

6. Max Weber used the term “charisma” to explain a form of influence based on traditional or legal–
rational authority systems.

7. Charismatic leadership is an extension of attribution theory.

8. The noncharismatic leader’s expertise lies in using available or conventional means to achieve
existing goals, whereas the charismatic leader’s expertise lies in using unconventional means to
transcend the existing order.

563
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564 Test Bank for Effective Leadership, 4e
9. Max Weber believed that charismatic leadership is born out of stressful situations.

10. Most theorists view charisma as the result of follower perceptions and reactions, influenced by
leader characteristics and behavior and also by the context of the situation.
ANS: T PTS: 1 DIF: Hard REF: Conceptual

11. The charismatic leader is seen as an object of identification by followers who try to emulate his or
her behavior.

12. Vision is the ability to imagine different and better conditions and the ways to achieve them.

13. Many charismatic leaders shy away from stories and metaphors and communicate in
straightforward ways.

14. Charismatic leaders tend to have a high risk orientation.

15. Charismatic leaders most often use position power to motivate followers.

16. Charismatic leaders empower followers by building their self-interest.

17. Charismatic people are direct rather than indirect in their approach, so that there is no ambiguity
about their position on issues.

Chapter 9: Charismatic and Transformational Leadership 565
18. Typically, all charismatic leaders are good leaders.
ANS: F PTS: 1 DIF: Easy REF: Conceptual

19. One method for differentiating between positive and negative charisma is in terms of the values
and personality of the leader.

20. The self-glorification motive is based on self-confidence and self-enhancement.

21. The socialized charismatic leader is one who possesses an egalitarian, self-transcendent, and
empowering personality.

22. Personalized charismatic leaders use rewards and punishment to manipulate and control followers.

23. Negative charismatic leaders emphasize personal identification rather than internalization.

24. Transformational leadership focuses largely on follower attributions rather than on the leader’s
vision.

25. Transactional leadership serves to change the status quo by articulating to followers the problems
in the current system and a compelling vision of what a new organization could be.

26. All charismatic leaders are transformational, but not all transformational leaders are charismatic.
ANS: T PTS: 1 DIF: Hard REF: Conceptual

27. Transformational leaders can emerge from different levels of the organization.

28. Charismatic leaders are few in number.

29. Charismatic leaders are most likely to emerge in the throes of a crisis or turmoil.

30. It has been proposed that transformational leadership is composed of four behavior dimensions—
idealized influence, inspirational motivation, individual knowledge, and intellectual stimulation.
ANS: F PTS: 1 DIF: Hard REF: Conceptual

31. Transactional leaders challenge followers to think “outside of the box.”

32. The transformational leadership process revolves around the leader–member exchange (LMX).

33. Transactional leadership occurs when managers give monthly bonuses to salespeople for meeting
and exceeding their monthly sales quotas.

34. Transformational leadership is also referred to contingent reward leadership.
ANS: F PTS: 1 DIF: Hard REF: Conceptual

35. The same leader may use both transformational and transactional leadership.

36. The process of managing knowledge involves three processes—identifying, sharing, and
exploiting knowledge.

37. Transformational leaders are brought into an organization to keep the status quo.

38. The first step of the transformation process is to inspire a shared vision.

39. Stewardship is leadership that transcends self-interest to serve the needs of others, by helping them
grow professionally and emotionally.

40. Stewardship calls for the highest level of selflessness.

41. Stewardship is realized when authority and decision making are centralized.

42. Stewardship works best when there is perceived equality between leaders and followers.

43. Helping others discover their inner spirit is an example of a servant leader’s role.

44. The hallmark of servant leadership is the desire to help others.

MULTIPLE CHOICE (Concepts)
1. __________ is the degree to which people’s lives make emotional sense and to which the demands
confronted by them are perceived as being worthy of energy and commitment.
a. Legacy
b. Self-belief
c. Personal meaning
d. Purpose in life (PIL)
ANS: C PTS: 1 DIF: Medium REF: Conceptual
2. Individuals with a positive self-concept possess all of the following EXCEPT:

a. high self-esteem.
b. external locus of control.
c. emotional stability.
d. high generalized self-efficacy.
ANS: B PTS: 1 DIF: Medium REF: Conceptual
3. Personal power that comes from overcoming inner conflict is:

a. self-belief.
b. legacy.
c. cultural heritage.
d. activist mind-set.
ANS: A PTS: 1 DIF: Medium REF: Conceptual
4. Charismatic leadership has been described as __________ leadership.

a. transactional
b. servant
c. values-based
d. situational
5. The leader’s personal meaning is linked to charismatic leadership through:

a. follower participation.
b. the leader’s expertise.
c. the leader’s position.
d. the leader’s behavior.
ANS: D PTS: 1 DIF: Medium REF: Conceptual
6. The Greek word charisma means:
a. “extraordinary quality.”
b. “divinely inspired gift.”
c. “exceptional ability.”
d. “attribute of wisdom.”
7. Max Weber and the term “charisma” to explain a form of influence based on:
a. traditional authority systems.
b. follower perceptions.
c. leader–member exchange.
d. legal–rational authority systems.
8. Charismatic leadership is seen as an extension of __________ theory.

a. expectancy
b. reinforcement
c. attribution
d. contingency leadership
9. Which of the following is NOT one of the behavior attributes that distinguish charismatic from
noncharismatic leaders?
a. use of unconventional strategies for achieving desired change
b. dissatisfaction with the status quo
c. compelling nature of the vision
d. use of rewards and incentives for motivating followers
ANS: D PTS: 1 DIF: Easy REF: Conceptual
10. Which of the following statements about noncharismatic leaders is NOT true?
a. Noncharismatic leaders essentially agree with the status quo and strive to maintain it.
b. The behavior of the noncharismatic leader is seen as standard and conforming to existing
norms.
c. Noncharismatic leaders articulate the context of their message by highlighting positive
images of the future vision and negative images of the present situation.
d. The noncharismatic leader’s expertise lies in using available or conventional means to
achieve existing goals.
11. Charismatic leaders are aware of the need to align organizational strategies and __________.
a. capabilities.
b. the environment.
c. personality.
d. none of the answers are correct
12. The debate concerning the locus of charismatic leadership states that charisma could be the result
of all of the following EXCEPT:
a. the emotional involvement of the followers.
b. the leader’s extraordinary qualities.
c. the situation or social climate facing the leader.
d. an interaction of the situation and the leader’s qualities.
13. The theoretic issue of the locus of charismatic leadership asks whether:
a. charismatic leaders are born or made.
b. the precondition is in the followers’ mind or in the leader’s mind.
c. the vision is the compelling factor or if the energy and personal charm is the compelling
factor.
d. the leadership phenomenon stems more from the leader’s qualities or the situation facing
the leader.
14. An effect of charismatic leadership on followers is to cause them to:

a. imitate the leader’s behavior.
b. set or accept higher goals.
c. have greater confidence in their ability to contribute to the achievement of goals.
d. all of the answers are correct
15. Which of the following is NOT one of the effects of charismatic leadership on followers?
a. unconditional acceptance of the leader
b. emotional involvement of the follower in the mission
c. minimum internal conflict
d. follower trusts in the “rightness” of the leader’s vision
ANS: C PTS: 1 DIF: Easy REF: Conceptual
16. Which of the following is NOT a quality of charismatic leaders?
a. high risk orientation
b. minimum internal conflict
c. emotional power base
d. self-promoting personality
17. __________ is the ability to imagine different and better conditions and the ways to achieve them.
a. Vision
b. Charisma
c. Followership
d. Personal meaning
18. Charismatic leaders communicate through all of the following EXCEPT:

a. analogy.
b. stories.
c. policies.
d. inspirational speeches.
OBJ: 6 NAT: AACSB Communication | Leadership Principles
19. Charismatic leaders build trust in their followers through all of the following EXCEPT:
a. optimism.
b. an abiding faith.
c. strong moral conviction.
d. a self-promoting personality.
20. Charismatic leaders are most often likely to use is a(n) __________ power base.
a. relational
b. coercion
c. position
d. emotional
21. Research suggests that leaders can enhance their charismatic qualities by:
a. practicing candor and developing an energetic personality.
b. taking greater risks.
c. way of rewards and punishments.
ANS: A PTS: 1 DIF: Easy REF: Conceptual
22. Valuation theory proposes that which of the following two opposing but complementary basic
motives drive an individual’s behavior?
a. self-glorification and self-enhancement
b. self-maintenance and self-transcendence
c. self-glorification and self-transcendence
d. self-maintenance and self-enhancement
ANS: C PTS: 1 DIF: Hard REF: Conceptual
23. The __________ charismatic leader is one who possesses an egalitarian, self-transcendent, and
empowering personality.
a. socialized
b. individualized
c. personalized
24. Socialized charismatic leaders:

a. pursue leader-driven goals.
b. promote feelings of empowerment, personal growth, and equal participation in followers.
c. restrict information.
ANS: B PTS: 1 DIF: Easy REF: Conceptual
25. Negative charismatic leaders emphasize:

a. internalization.
b. ideals.
c. devotion to themselves.
26. Personalized charismatic leaders:

a. are more relationship-oriented than other leaders.
b. tend to have work groups that are more cohesive and team oriented.
c. are usually perceived as less manipulative than others.
d. do not use their power for socially beneficial causes.
ANS: D PTS: 1 DIF: Hard REF: Conceptual
27. __________ leadership seeks to maintain stability within an organization through regular
economic and social exchanges that achieve specific goals for both the leaders and their followers.
a. Transformational
b. Transactional
c. Servant
d. Charismatic
28. Transformational leadership has been found to be positively related to all of the following
EXCEPT:
a. moral development.
b. job satisfaction.
c. organizational commitment.
d. employee service performance.
29. At the group level, transformational leadership was found to influence:

a. team norms.
b. team potency.
c. decision making in teams.
ANS: B PTS: 1 DIF: Hard REF: Conceptual
30. Charisma is:

a. found in all transformational leaders.
b. totally situationally determined.
c. relational in nature.
d. a psychological phenomenon.
ANS: C PTS: 1 DIF: Hard REF: Conceptual
31. Transformational leaders:

a. are usually few in number in organizations.
b. are most likely to emerge in the throes of a crisis.
c. can emerge from different levels of the organization.
d. usually come from higher-level management.
32. The transformational leader–follower relationship is characterized by all of the following
EXCEPT:
a. individual consideration
b. inspiration
c. intellectual stimulation
33. Transformational leaders are often seen as:

a. visionaries.
b. risk-takers.
c. change agents.
34. Transactional leaders are described as all of the following EXCEPT:

a. structured.
b. passive.
c. reward-oriented.
d. influential.
35. Transactional leaders:

a. appeal to higher ideals and moral values.
b. get followers to act by giving them something that they desire in exchange for compliance.
c. attempt to think “outside of the box.”
d. rely heavily on the articulation of a vision to inspire subordinates.
ANS: B PTS: 1 DIF: Easy REF: Conceptual
36. Some scholars have proposed that transactional leadership consist of all of the following
dimensions EXCEPT:
a. contingent reward.
b. management by exception.
c. structured incentives.
d. passive leadership.
37. Which of the following statements regarding transactional leadership is NOT true?
a. Transactional leadership tends to be transitory.
b. Transactional leadership appeals to higher ideals and moral values.
c. Transactional leadership is also referred to contingent reward leadership.
d. Transactional leadership revolves around the leader–member exchange (LMX).
38. Which of the following is NOT one of the four phases of the transformation process?
a. make a compelling case for change
b. restate the old vision
c. lead the transition
d. implant the change
39. Suggested activities for inspiring a shared vision include all of the following EXCEPT:
a. encouraging everyone to think of a new and brighter future.
b. involving others in seeing and moving toward the vision.
c. expressing the new vision in both ideological and economic terms.
d. helping followers find self-fulfillment with the new vision.
40. Leading the transition during the transformation involves:

a. challenging the status quo.
b. instilling in managers a sense of urgency for the change.
c. helping followers look beyond self-interests to collective interests.
ANS: B PTS: 1 DIF: Hard REF: Conceptual
41. Implanting the change during the transformation process involves:

a. changing the reward systems.
b. appointing a special task force to monitor progress.
c. enabling and strengthening followers with a “greatness attitude.”
42. Leadership that empowers followers to make decisions and have control over their jobs is called:
a. servant leadership.
b. followership.
c. stewardship.
43. Leadership that transcends self-interest to serve the needs of others, by helping them grow
professionally and personally is known as:
a. servant leadership.
b. stewardship.
c. charismatic leadership.
d. transformational leadership.
44. The biggest difference between servant leadership and stewardship is that:
a. servant leadership calls for the highest level of selflessness.
b. servant leaders lead from positions of moral influence.
c. stewardship is more follower-centered.
45. The key to successful stewardship is based on all of the following values EXCEPT:
a. strong teamwork orientation.
b. effective listening.
c. equality assumption.
d. reward assumption.
46. The absence of which of the following principles make stewardship inoperable?
a. reward assumption
b. strong teamwork orientation
c. service over self-interest
d. decentralized decision making and power
47. The key to successful servant leadership is based on all of the following guiding principles
EXCEPT:
a. service over self-interest.
b. earning and keeping others’ trust.
c. decentralized decision making and power.
d. helping others discover their inner spirit.
LEARNING OUTCOMES (Concepts)
1. Describe personal meaning and how it influences attributions of charismatic qualities.
ANS:
Personal meaning is defined as the degree to which people’s lives make emotional sense and to
which the demands confronted by them are perceived as being worthy of energy and commitment.
It provides a sense of purpose in one’s life. Personal meaning influences attributions of
charismatic qualities in that, first, a leader’s personal meaning influences his or her behavior. In
turn, the leader’s behavior is reflected in the formulation and articulation of his or her vision.
Second, the leader’s behavior garners attributions of charisma from followers.
PTS: 1 DIF: Medium REF: Conceptual OBJ: TYPE: LO 1

NAT: AACSB Reflective Thinking | Leadership Principles
2. Briefly explain Max Weber’s conceptualization of charisma.
ANS:
Weber used the term charisma to explain a form of influence based on follower perceptions that
the leader is endowed with the gift of divine inspiration, not a traditional or legal mandate of
authority. This gift of divine inspiration is the force behind a charismatic leader’s ability to focus
society’s attention on both the crisis it faces and the leader’s vision for a new and better future.
According to Weber, charismatic individuals emerge as leaders during times of great social crisis
and inspire people to do more than they would under normal circumstances.

3. Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders.
ANS:
The attraction of charisma to leaders is believed to depend on four behavior variables:
• The discrepancy between the status quo and the vision advocated by the leader. The
charismatic leader strives to widen the gap between the status quo and the idealized vision or
future he is advocating. The greater the discrepancy between the status quo and the new
vision, the more likely that followers will align their interest with that of the charismatic
leader.
• The leader’s articulation and role modeling of the vision. Effective articulation of the vision is
measured in terms of what is said (content and context) and how it is said (oratorical skills).
Effective communication skills are an imperative in the successful articulation of a compelling
vision and maintenance of a leadership role. Through verbal and nonverbal means, charismatic
leaders communicate their self-confidence, convictions, and dedication in order to give
credibility to what they advocate.
• The use of unconventional strategies for achieving desired change. The charismatic leader’s
expertise lies in using unconventional means to transcend the existing order. Follower
perceptions of the leader’s revolutionary and unconventional qualities evoke sentiments of
adoration, especially when the leader’s activities exemplify acts of heroism involving personal
risk and self-sacrificing behavior. Thus, the behavior of the noncharismatic leader is
conventional and conforming to existing norms while that of the charismatic leader is
unconventional and counter to the norm.
• A realistic assessment of resource needs and other constraints for achieving desired change.
Charismatic leaders are also very good strategists. They understand the need to perform a
realistic assessment of environmental resources and constraints affecting their ability to effect
major change within their organization. They are sensitive to the capabilities and emotional
needs of followers, and they understand the resources and constraints of the physical and
social environment in which they operate. There is a high need to align organizational
strategies and capabilities to ensure a successful transformation.
PTS: 1 DIF: Hard REF: Conceptual OBJ: TYPE: LO 3

4. Explain the locus of charismatic leadership.
ANS:
The question scholars have entertained since Weber’s conception of charisma is whether charisma
is a function of the prevailing social climate, the leader’s extraordinary qualities, or an interaction
between the two. Supporters of the view that charismatic leadership could not take place unless the
society were in a tumultuous, unstable situation argue that without a crisis and followers’ need for
change, a leader’s charismatic qualities would be hard to notice or appreciate. Therefore, the locus
of charismatic leadership is the status of the society. Opponents argue that charismatic leadership
is primarily the result of leader attributes, not the situation. They argue that without strong leader
characteristics (such as vision, exceptional communication skills, trustworthiness, self-confidence,
and focus on empowering others), leaders like Martin Luther King, Jr., or Gandhi would never
have emerged as leaders of their respective followers, regardless of the situation. Finally, there is
an emerging view that charismatic leadership is a convergence of follower perceptions and
reactions influenced by leader characteristics and the prevailing social situation.

5. Discuss the effects of charismatic leadership on followers.
ANS:
Charismatic leaders tend to have a strong emotional bond with their followers. The effects of such
a bond are that followers are inspired enthusiastically to give unconditional loyalty, devotion,
obedience, and commitment to the leader and to the cause the leader represents. A sense of
fulfillment and satisfaction is derived from the pursuit of worthwhile activities and goals and
having positive beliefs and values about life as presented by the charismatic leader. Implicitly, the
charismatic leader is seen as an object of identification by which a follower emulates his or her
behavior; thus, followers model their behavior, values, and cognitions after the leader. For
example, followers are more likely to set or accept higher goals and have greater confidence in
their ability to contribute to the achievement of such goals. By observing the leader display self-
confidence, followers develop self-confidence as well.

6. Describe the characteristics that distinguish charismatic from noncharismatic leaders.
ANS:
Charismatic leaders have a compelling vision of the future and are very passionate about it, while
noncharismatic leaders are satisfied with the status quo and want to maintain it. The charismatic
leader is gifted at communicating ideas and goals in very inspiring ways so that everyone can
identify with the message. The charismatic leader is self-confident and has a strong moral
conviction in his or her cause and the ability to inspire trust among followers and to empower
them to achieve organizational goals. The charismatic leader possesses a high risk orientation,
high energy and action orientation, minimum internal conflict, and a self-promoting personality.
The charismatic leader’s power base is intensely relational and based almost entirely on his or her
referent and/or expert power.

7. Discuss how one can acquire charismatic qualities.
ANS:
There are suggested strategies for acquiring or enhancing charismatic qualities. Through training
and education, people can enhance their communication skills and learn techniques of crafting
visionary statements, and how to empower followers. Through practice and self-discipline, an
individual can build his or her self-confidence and develop a personality profile that is warm,
positive, enthusiastic, and optimistic.

8. Explain the difference between socialized and personalized charismatic leaders.
ANS:
The charismatic leader seeks to achieve the unconditional commitment and devotion of followers
to his or her ideological goals. However, negative charismatic leaders emphasize devotion to
themselves more than to ideals, and positive charismatic leaders seek the opposite. It is against this
backdrop that negative charismatics are said to have a personalized power orientation and positive
charismatics have a socialized power orientation. In the former, ideological appeals are only a ploy
to gain power and manipulate and control followers. In the latter, ideological appeals are
organization-driven and seek to empower followers to achieve the vision and mission of the
organization. Personalized charismatic leaders seek self-glorification, and socialized charismatic
leaders seek organizational transformation through empowerment of followers.

9. Distinguish between charismatic and transformational leadership.
ANS:
Both charismatic and transformational leaders can convey a vision and form strong emotional
bonds with followers, but not all charismatic leaders can motivate followers to transcend self-
interest for the benefit of a higher ideal or societal need. On the other hand, transformational
leaders take charismatic leadership one step further in that they, more often than not, can articulate
a compelling vision of the future and also influence followers to transcend self-interest for the
benefit of society. The vision and values of transformational leaders are more in line with the
values and needs of followers. It is on this basis that some have argued that all transformational
leaders are charismatic but not all charismatic leaders are transformational. Also, while charisma is
in the eye of the beholder, transformational leaders have a more consistent definition.

10. Explain the difference between transformational and transactional leadership.
ANS:
Transactional leadership tends to be transitory, in that once a transaction is completed, the
relationship between the parties may end or be redefined. Transformational leadership is more
enduring, especially when the change process is well designed and implemented. Transactional
leaders promote stability, while transformational leaders create significant change in both
followers and organizations. Transformational leadership inspires followers to go beyond their
own self-interest for the good of the group. Transactional leadership seeks to satisfy followers’
individual needs as a reward for completing a given transaction.

11. Explain the four phases of the transformation process.
ANS:
A transformational leader who is brought into an organization facing a serious crisis or
approaching total collapse has to institute a turnaround strategy. Turnaround strategies are often
radical transformations that put the organization on a different path for future growth and
prosperity. The magnitude of the task and the high risk of failure require that it can be approached
in a systematic fashion. Thus, the transformation process is a four-phase approach that starts with
the recognition of the need for change. This provides the opportunity for the leader to formulate
and introduce a new vision for the organization that promises a better and brighter future than the
present. Once there is acceptance of the leader’s vision, the third phase involves implementing the
new vision and effectively managing the transition. Here, instilling in managers a sense of urgency
for change, raising followers’ self-confidence and optimism, and recognizing and dealing with
resistance will greatly increase the chances of a successful transformation. The last phase is
institutionalizing the change so that it is not a short-lived transformation. Effective strategies for
institutionalizing change are outlined in the text.

12. Explain the basis of stewardship and servant leadership.
ANS:
The basis of stewardship and servant leadership is serving rather than directing other people. It is
leadership based on placing others ahead of oneself. Both shine the spotlight on the employees
who actually perform the day-to-day task of meeting organizational goals and objectives. The key
to successful stewardship is the presence of four supporting values: equal treatment for all, reward
for work, teamwork attitude, and decentralized decision making and authority. The key to
successful servant leadership is based on four guiding principles as well: service to others over
self-interest, trust, effective listening, and empowering others to discover their inner strength.

REVIEW QUESTIONS (Concepts)
1. Describe the various sources from which one can draw his or her personal meaning.
ANS:
(1) One’s self-belief can be a source of personal meaning. (2) The need to leave behind something
of enduring value after one’s death (legacy) can be both a powerful motivator and a source of
personal meaning. (3) A leader with an unselfish attitude desires motivation through concern for
others rather than for oneself (selflessness), which can be a source of personal meaning. (4) Rites
and ceremonies (cultural heritage and traditions) may be used as vehicles to transfer charisma to
others. (5) Political and social causes (activist mind-set) may provide charismatic leaders with
meaning for their existence and satisfy their motives. (6) Faith and spirituality influence one’s
meaning and purpose in life and give them hope for a better future. (7) Hobbies and other activities
of personal interest have been linked to sets of personally salient action that add meaning to
individuals’ lives and leader behavior. (8) Values provide basis for meaning.
PTS: 1 DIF: Hard REF: Conceptual OBJ: TYPE: RQ 1

NAT: AACSB Reflective Thinking | Individual Dynamics
2. Citing specific examples, explain how charismatic leaders of the past used vision and superb
communication skills to make their case.
ANS:
Charismatic leaders have the ability to articulate a transcendent vision that becomes the rallying
cry of a movement or a cause. Charismatic leaders use their superior rhetorical skills to stir
dissatisfaction with the status quo while they build support for their vision of a new future. They
employ rhetorical techniques such as metaphors, analogy, and stories to drive home points so that
their message will have a profound impact on followers. Fitting examples include Martin Luther
King, Jr.’s “I Have a Dream” speech, Hitler’s “Thousand-year Reich,” or Gandhi’s vision of an
India in which Hindus and Muslims live in harmony independent from British rule.
PTS: 1 DIF: Medium REF: Conceptual OBJ: TYPE: RQ 2

3. Describe the leading characteristics of charismatic leaders.
ANS:
Charismatic leaders are visionary in that they have the ability to articulate an idealized vision of a
future that is significantly better than the present. In addition to having a vision, charismatic
leaders can communicate complex ideas and goals in clear, compelling ways, so that everyone
from the top management level to the bottom level of the organization can understand and identify
with their message. Charismatic leaders build trust in their followers through unshakable self-
confidence, an abiding faith, strong moral conviction, and optimism. They also build support and
trust by showing commitment to followers’ needs over self-interest and by being fair. Charismatic
leaders affirm self-advocacy for their vision and gain the admiration and respect of their followers
by putting themselves on the line. They are energetic and serve as role models for getting things
done on time. Their relationship with their followers is intensely relational and based almost
entirely upon referent and expert power, unlike other types of leadership. Charismatic leaders
empower followers by building their self-efficacy.

4. Martin Luther King, Jr., Gandhi, John F. Kennedy, Adolph Hitler, Nelson Mandela, David Koresh
(of the Branch Davidians), Herb Kelleher (of Southwest Airlines), and Richard Branson (of the
Virgin Group) are/were charismatic leaders. Can you associate with each name a characteristic
(see Exhibit 9.3) of charisma you think best describes the individual?
ANS:
This question may illicit different responses from different students; however, each response can
be used to initiate further discussion and justification. Here are suggested responses on each
leader:
Martin Luther King, Jr. – Self-confidence and moral conviction
Gandhi – Ability to inspire trust
John F. Kennedy – Superb communication skills
Adolph Hitler – Superb communication skills
Nelson Mandela – Vision
David Koresh – Self-promoting personality
Herb Kelleher – High risk orientation
Richard Branson – Self-promoting personality

5. Why is the theory of charisma described as a double-edge sword?
ANS:
Not all leaders use their charisma for positive results. Some leaders use their charisma to promote
self-interest. Group accomplishments are used for self-glorification, and ideological appeals are
simply ploys to gain power. Other leaders use their charisma to inspire commitment to
organizational ideals, not personal goals. Ideological appeals are genuine attempts to communicate
a better vision for the organization rather than a ploy to acquire power. It is this quality of
charisma to influence both positively and negatively that earns it the description as a double-edge
sword.

NAT: AACSB Reflective Thinking / Leadership Principles
6. Describe the limitations of charismatic leadership theory.
ANS:
Despite the contributions by charismatic theorists to the field of leadership, charisma is not
without its limitations. Charismatic leadership theories emphasize the role of an individual leader
who takes the initiative for developing and articulating a vision to followers. However, it is more
likely that in times of crisis (such as an organization facing significant external challenges or
serious internal weaknesses), greater success comes from a shared strategic leadership approach
than a lone star individualistic approach.
Most of the descriptive literature on effective leaders suggests that charisma in its individualized
form may be inadequate to achieve major changes in an organization’s performance. In fact, it is
more likely the case that positive organizational change is the result of transformational leadership
by individuals not perceived as charismatic. Thus, charismatic theories that emphasize “lone star”
leadership by extraordinary individuals may be most appropriate for describing a visionary
entrepreneur who establishes a new organization.

7. Describe four key behaviors characteristic of transformational leaders.
ANS:
Four key behaviors characteristic of transformational leaders are:
1. Transformational leaders with charisma possess the ability to develop great symbolic
power that is then used to influence followers. Followers idealize such a leader and often
develop a strong emotional attachment.
2. Transformational leaders tend to be inspirational individuals as well. The transformational
leader employs visionary explanations to depict what the workgroup can accomplish.
Excited followers are then motivated to achieve organizational objectives.
3. The leader serves as a mentor to followers. He or she treats followers as individuals and
uses a developmental orientation that responds to follower needs and concerns.
4. Transformational leaders encourage followers to approach old and familiar problems in
new ways. By stimulating novel employee thinking patterns, the leader inspires followers
to question their own beliefs and learn to solve problems creatively by themselves.

8. Describe some key attributes of transformational leaders.
ANS:
Transformational leaders:
• See themselves as change agents
• Are visionaries who have a high level of trust for their intuition
• Are risk-takers, but not reckless
• Are capable of articulating a set of core values that tend to guide their own behavior
• Possess exceptional cognitive skills and believe in careful deliberation before taking action
• Believe in people and show sensitivity to their needs
• Are flexible and open to learning from experience

9. What is servant leadership?
ANS:
Servant leadership is leadership that transcends self-interest to serve the needs of others, by
helping them grow professionally and personally. The framework for servant leadership espouses
four basic guidelines: (1) helping others discover their inner spirit, (2) earning and keeping others'
trust, (3) service to others over self-interest, and (4) effective listening.
PTS: 1 DIF: Easy REF: Conceptual OBJ: TYPE: RQ 9

SHORT ANSWER (Concepts)
1. Describe the various sources from which one can draw his or her personal meaning.
ANS:
(1) One’s self-belief can be a source of personal meaning. (2) The need to leave behind something
of enduring value after one’s death (legacy) can be both a powerful motivator and a source of
personal meaning. (3) A leader with an unselfish attitude desires motivation through concern for
others rather than for oneself (selflessness), which can be a source of personal meaning. (4) Rites
and ceremonies (cultural heritage and traditions) may be used as vehicles to transfer charisma to
others. (5) Political and social causes (activist mind-set) may provide charismatic leaders with
meaning for their existence and satisfy their motives. (6) Faith and spirituality influence one’s
meaning and purpose in life and give them hope for a better future. (7) Hobbies and other activities
of personal interest have been linked to sets of personally salient action that add meaning to
individuals’ lives and leader behavior. (8) Values provide basis for meaning.
PTS: 1 DIF: Hard REF: Conceptual OBJ: 1

NAT: AACSB Reflective Thinking | Individual Dynamics
2. Briefly explain Max Weber’s conceptualization of charismatic leadership.
ANS:
Weber used the term charisma to explain a form of influence based on follower perceptions that
the leader is endowed with the gift of divine inspiration, not a traditional or legal mandate of
authority. This gift of divine inspiration is the force behind a charismatic leader’s ability to focus
society’s attention on both the crisis it faces and the leader’s vision for a new and better future.
According to Weber, charismatic individuals emerge as leaders during times of great social crisis
and inspire people to do more than they would under normal circumstances.
PTS: 1 DIF: Medium REF: Conceptual OBJ: 2

3. Explain the locus of charismatic leadership.
ANS:
The question scholars have entertained since Weber’s conception of charisma is whether charisma
is a function of the prevailing social climate, the leader’s extraordinary qualities, or an interaction
between the two. Supporters of the view that charismatic leadership could not take place unless the
society were in a tumultuous, unstable situation argue that without a crisis and followers’ need for
change, a leader’s charismatic qualities would be hard to notice or appreciate. Therefore, the locus
of charismatic leadership is the status of the society. Opponents argue that charismatic leadership
is primarily the result of leader attributes, not the situation. They argue that without strong leader
characteristics (such as vision, exceptional communication skills, trustworthiness, self-confidence,
and focus on empowering others), leaders like Martin Luther King, Jr., or Gandhi would never
have emerged as leaders of their respective followers, regardless of the situation. Finally, there is
an emerging view that charismatic leadership is a convergence of follower perceptions and
reactions influenced by leader characteristics and the prevailing social situation.

4. Discuss the effects of charismatic leadership on followers.
ANS:
Charismatic leaders tend to have a strong emotional bond with their followers. The effects of such
a bond are that followers are inspired enthusiastically to give unconditional loyalty, devotion,
obedience, and commitment to the leader and to the cause the leader represents. A sense of
fulfillment and satisfaction is derived from the pursuit of worthwhile activities and goals and
having positive beliefs and values about life as presented by the charismatic leader. Implicitly, the
charismatic leader is seen as an object of identification by which a follower emulates his or her
behavior; thus, followers model their behavior, values, and cognitions after the leader. For
example, followers are more likely to set or accept higher goals and have greater confidence in
their ability to contribute to the achievement of such goals. By observing the leader display self-
confidence, followers develop self-confidence as well.

5. Describe the characteristics that distinguish charismatic from noncharismatic leaders.
ANS:
Charismatic leaders have a compelling vision of the future and are very passionate about it, while
noncharismatic leaders are satisfied with the status quo and want to maintain it. The charismatic
leader is gifted at communicating ideas and goals in very inspiring ways so that everyone can
identify with the message. The charismatic leader is self-confident and has a strong moral
conviction in his or her cause and the ability to inspire trust among followers and to empower
them to achieve organizational goals. The charismatic leader possesses a high risk orientation,
high energy and action orientation, minimum internal conflict, and a self-promoting personality.
The charismatic leader’s power base is intensely relational and based almost entirely on his or her
referent and/or expert power.

6. Citing specific examples, explain how charismatic leaders of the past used vision and superb
communication skills to make their case.
ANS:
Charismatic leaders have the ability to articulate a transcendent vision that becomes the rallying
cry of a movement or a cause. Charismatic leaders use their superior rhetorical skills to stir
dissatisfaction with the status quo while they build support for their vision of a new future. They
employ rhetorical techniques such as metaphors, analogy, and stories to drive home points so that
their message will have a profound impact on followers. Fitting examples include Martin Luther
King, Jr.’s “I Have a Dream” speech, Hitler’s “Thousand-year Reich,” or Gandhi’s vision of an
India in which Hindus and Muslims live in harmony independent from British rule.

7. Describe how one can acquire charismatic qualities.
ANS:
There are suggested strategies for acquiring or enhancing charismatic qualities. Through training
and education, people can enhance their communication skills and learn techniques of crafting
visionary statements, and how to empower followers. Through practice and self-discipline, an
individual can build his or her self-confidence and develop a personality profile that is warm,
positive, enthusiastic, and optimistic.

8. Why is the theory of charisma described as a double-edge sword?
ANS:
Not all leaders use their charisma for positive results. Some leaders use their charisma to promote
self-interest. Group accomplishments are used for self-glorification, and ideological appeals are
simply ploys to gain power. Other leaders use their charisma to inspire commitment to
organizational ideals, not personal goals. Ideological appeals are genuine attempts to communicate
a better vision for the organization rather than a ploy to acquire power. It is this quality of
charisma to influence both positively and negatively that earns it the description as a double-edge
sword.

9. Explain the difference between socialized and personalized charismatic leaders.
ANS:
The charismatic leader seeks to achieve the unconditional commitment and devotion of followers
to his or her ideological goals. However, negative charismatic leaders emphasize devotion to
themselves more than to ideals, and positive charismatic leaders seek the opposite. It is against this
backdrop that negative charismatics are said to have a personalized power orientation and positive
charismatics have a socialized power orientation. In the former, ideological appeals are only a ploy
to gain power and manipulate and control followers. In the latter, ideological appeals are
organization-driven and seek to empower followers to achieve the vision and mission of the
organization. Personalized charismatic leaders seek self-glorification, and socialized charismatic
leaders seek organizational transformation through empowerment of followers.

10. Describe the limitations of charismatic leadership theory.
ANS:
Despite the contributions by charismatic theorists to the field of leadership, charisma is not
without its limitations. Charismatic leadership theories emphasize the role of an individual leader
who takes the initiative for developing and articulating a vision to followers. However, it is more
likely the case that in times of crisis (such as an organization facing significant external challenges
or serious internal weaknesses), greater success comes from a shared strategic leadership approach
than a lone star individualistic approach.
Most of the descriptive literature on effective leaders suggests that charisma in its individualized
form may be inadequate to achieve major changes in an organization’s performance. In fact, it is
more likely the case that positive organizational change is the result of transformational leadership
by individuals not perceived as charismatic. Thus, charismatic theories that emphasize "lone star"
leadership by extraordinary individuals may be most appropriate for describing a visionary
entrepreneur who establishes a new organization.

11. Distinguish between charismatic and transformational leadership.
ANS:
Both charismatic and transformational leaders can convey a vision and form strong emotional
bonds with followers, but not all charismatic leaders can motivate followers to transcend self-
interest for the benefit of a higher ideal or societal need. On the other hand, transformational
leaders take charismatic leadership one step further in that they, more often than not, can articulate
a compelling vision of the future and also influence followers to transcend self-interest for the
benefit of society. The vision and values of transformational leaders are more in line with the
values and needs of followers. It is on this basis that some have argued that all transformational
leaders are charismatic but not all charismatic leaders are transformational. Also, while charisma is
in the eye of the beholder, transformational leaders have a more consistent definition.

12. Describe some key attributes of transformational leaders.
ANS:
Transformational leaders:
• See themselves as change agents
• Are visionaries who have a high level of trust for their intuition
• Are risk-takers, but not reckless
• Are capable of articulating a set of core values that tend to guide their own behavior
• Possess exceptional cognitive skills and believe in careful deliberation before taking action
• Believe in people and show sensitivity to their needs
• Are flexible and open to learning from experience

13. Explain the difference between transformational and transactional leadership.
ANS:
Transactional leadership tends to be transitory, in that once a transaction is completed, the
relationship between the parties may end or be redefined. Transformational leadership is more
enduring, especially when the change process is well designed and implemented. Transactional
leaders promote stability, while transformational leaders create significant change in both
followers and organizations. Transformational leadership inspires followers to go beyond their
own self-interest for the good of the group. Transactional leadership seeks to satisfy followers’
individual needs as a reward for completing a given transaction.

14. Explain the four phases of the transformation process.
ANS:
A transformational leader who is brought into an organization facing a serious crisis or
approaching total collapse has to institute a turnaround strategy. Turnaround strategies are often
radical transformations that put the organization on a different path for future growth and
prosperity. The magnitude of the task and the high risk of failure require that it be approached in a
systematic fashion. Thus, the transformation process is a four-phase approach that starts with the
recognition of the need for change. This provides the opportunity for the leader to formulate and
introduce a new vision for the organization that promises a better and brighter future than the
present. Once there is acceptance of the leader’s vision, the third phase involves implementing the
new vision and effectively managing the transition. Here, instilling in managers a sense of urgency
for change, raising followers’ self-confidence and optimism, and recognizing and dealing with
resistance will greatly increase the chances of a successful transformation. The last phase is
institutionalizing the change so that it is not a short-lived transformation. Effective strategies for
institutionalizing change are outlined in the text.

15. What is stewardship?
ANS:
Stewardship is an employee-focused form of leadership that empowers followers to make
decisions and have control over their jobs. There are four key values that describe stewardship: (1)
strong teamwork orientation, (2) decentralized decision making and power, (3) equality
assumption, and (4) reward assumption.
PTS: 1 DIF: Easy REF: Conceptual OBJ: 12

16. What is servant leadership?
ANS:
Servant leadership is leadership that transcends self-interest to serve the needs of others, by
helping them grow professionally and personally. The framework for servant leadership espouses
four basic guidelines: (1) helping others discover their inner spirit, (2) earning and keeping others'
trust, (3) service to others over self-interest, and (4) effective listening.
PTS: 1 DIF: Easy REF: Conceptual OBJ: 12

APPLYING THE CONCEPT (Applications)
1. Bob is very determined to make his mark on the organization. He feels that by developing
relationships with his followers, he can do exactly that. His grandfather left his mark on the
organization and through the turbulence of the new economy, Bob thinks he has a chance to do the
same. Which source of personal meaning does Bob derive his motivation?
a. self-belief e. activist mind-set
b. legacy f. faith and spirituality
c. selflessness g. personal interests
d. culture heritage and traditions h. values
ANS:
B
PTS: 1 DIF: Medium REF: Applications OBJ: TYPE: AC 1

NAT: AACSB Analytic | Individual Dynamics
2. Sarah seems to always be comfortable with taking a leap of faith in her decision making. Her
subordinates sometimes think she is crazy, because they can see no logical reason for her behavior.
Despite this, she is confident in her decisions. Which source of personal meaning does Sarah
derive her motivation?
ANS:
F

3. Mary-Margaret loves what she does. She likes the idea that her leadership is somehow
contributing to society. She is constantly motivating her followers by showing them the impact
their contribution has on the community. Which source of personal meaning does Mary-Margaret
derive her motivation?
ANS:
C

4. Jeff often facilitates team discussions and solicits ideas from his followers. After lengthy
discussions, Jeff considers everyone’s ideas and works with the group to form new ways of
thinking about the problem at hand. He is often the one to bring out the best in everyone and to
help people see the connections between ideas as they find a solution. Jeff is displaying what type
of behavior?
a. charismatic behavior
b. noncharismatic behavior
ANS:
A

NAT: AACSB Analytic | Leadership Principles
5. Your manager believes in the adage, “If it’s not broken, don’t fix it.” Because your current
inventory system is working fine, he has decided not to mess with it. His thinking is that of which
of the following?
a. charismatic behavior
b. noncharismatic behavior
ANS:
B
PTS: 1 DIF: Easy REF: Applications OBJ: TYPE: AC 2

6. Many who have worked with Bob say he is very charismatic. On his first day on the job as
manager of the shipping and receiving department, Bob learns that the group has been debating the
solution to a problem and has yet to arrive at a consensus. Some members think that a committee
should be formed to come up with a final solution. Bob’s immediate reaction is not in favor of
such an idea. He indicates that he does not think a committee is needed. Within a short time of
reviewing proposed solutions, Bob selects a plan and urges the group to start implementing it right
away rather than waste any more time talking about it. This behavior describes what characteristic
of a charismatic leader?
a. vision f. high energy and action orientation
b. superb communication skills g. relational power base
c. self-confidence and moral conviction h. minimum internal conflict
d. ability to inspire trust i. ability to empower others
e. high risk orientation j. self-promoting personality
ANS:
F

7. At the annual shareholders’ meeting, the CEO gave a speech that was described as compelling,
eloquent, thoughtful, and challenging. Everyone present felt an emotional connection to the CEO’s
seemingly unattainable sales goal for the next year. Though some thought the odds of hitting a
sales goal that high are maybe 70 percent, the majority of the employees left the meeting very
inspired. The CEO’s performance matches what characteristic of charismatic leadership?
ANS:
A

8. When Ms. McKenzi first became Vice President of the Plastics division, the organizational
structure was very centralized and bureaucratic. She decentralized the organization by giving more
decision-making latitude to the various departments and providing adequate resources for getting
the job done. She has just received a strategic business unit analysis indicating that last month her
division had the highest level of productivity in the organization. Ms. McKenzi’s actions at the
Plastics division represent what characteristic of charismatic leadership?
ANS:
I

9. Launching a new product is a big risk because most new products fail to make it in the
marketplace. Managers are generally inclined to take the risk only if there is a 95 percent or better
chance of success. However, your manager has just decided to market a new product with only a
75 percent chance of being successful. This behavior is characteristic of which of the following?
a. transformational leadership
b. transactional leadership
ANS:
A
PTS: 1 DIF: Easy REF: Applications OBJ: TYPE: AC 4

10. John Black is described as a good and efficient manager who manages day-to-day operations with
exceptional skills. However, employee suggestions for improvements and innovations are often
met with the comment, “That is a good idea, but we have no money in the budget to implement it.”
John’s response is indicative of which of the following?
a. transformational leadership
b. transactional leadership
ANS:
B

WORK APPLICATIONS (Applications)
1. Think of a leader from your work experience or education who you believe has charisma. Explain
why.
ANS:
Students’ answers will vary.
PTS: 1 DIF: Medium REF: Applications OBJ: TYPE: WA 1

2. Think of a leader in our society today who is generally perceived to be a charismatic leader. In
your opinion, which of the behavioral components of charisma described in the text can be
attributed to him or her?
ANS:

3. Identify a leader from your past or current employment that you believe is or was a charismatic
leader. Which of the characteristics described in the text did he or she possess? Support your
answer.
ANS:

4. Identify a leader you have worked with or currently work with who you think has charismatic
potential. Describe one trait or characteristic of this individual that, if developed, can transform
him or her into an effective charismatic leader.
ANS:

5. Describe a leader in your work experience that manifested positive or negative charismatic
qualities. How did this affect your relationship with the leader?
ANS:
PTS: 1 DIF: Easy REF: Applications OBJ: TYPE: WA 5

6. Identify your present or past manager as being more transformational or transactional. Explain
why and include examples.
ANS:

7. Explain how your present/past leader did, or did not, use stewardship and servant leadership.
ANS:
PTS: 1 DIF: Easy REF: Applications OBJ: TYPE: WA 7

COMMUNICATION SKILLS (Skills)
1. A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and
detrimental effects on followers. Explain both types of effects on followers.
ANS:
A charismatic leader can be very effective in encouraging followers to buy into the future vision
and potential change in an organization; however, the detrimental effect is that a parent/child
relationship can develop with followers switching off and not challenging leadership decisions.
PTS: 1 DIF: Medium REF: Conceptual OBJ: TYPE: CS 1

2. Charismatic leaders are said to possess special traits that influence their behaviors. Three such
traits described in the chapter are envisioning, empathy, and empowerment. Explain how each of
these traits influences how followers perceive the charismatic leader.
ANS:
Envisioning is the leader’s ability to paint a picture of a desired future state with such clarity that
followers can identify with and be excited about. The more compelling the vision and the more
effective the delivery, the more admirable and worthy the leader is perceived to be by the
followers. Empathy is the ability to see things through the other person’s perspective. It is being
sensitive to others, respecting another person’s views, and appreciating their feelings. Empathy
creates a feeling of “we are in this together” and helps to form an emotional bond between the
charismatic leader and followers. Empowerment is that which enhances belief in one’s capability
to perform at high levels. Charismatic leaders empower followers by building their self-efficacy.
They do this by assigning followers tasks that lead to successively greater positive experiences and
heightened self-confidence, thus persuading followers of their capabilities and creating an
environment of positive emotions and heightened excitement. Charismatic leaders also empower
followers by role modeling and coaching, providing feedback and encouragement, and persuading
followers to take on more responsibilities as their skills and self-confidence grow.
PTS: 1 DIF: Hard REF: Conceptual OBJ: TYPE: CS 2

3. In Chapter 4, different types of power—legitimate, reward, coercive, referent, expert, connection,

and information power—and influencing tactics were discussed. What type of power is the
charismatic leader most likely to be associated with and why?
ANS:
A key dimension of charismatic leadership is that it involves a relationship or interaction between
the leader and the followers. However, unlike other types of leadership, it is intensely relational
and based almost entirely upon referent and expert power, even when the leader occupies a formal
organizational role. Charismatic leadership involves an emotionalized relationship with followers.
Followers are often in awe of the leader. There is a powerful identification with an emulation of
the leader and an unquestioning acceptance of and affection for the leader.

4. Explain the importance of effective communication skills for charismatic and transformational
leaders.
ANS:
Effective communication skills are an imperative in the successful articulation of a compelling
vision and maintenance of a leadership role. Through verbal and nonverbal means, charismatic and
transformational leaders communicate their self-confidence, convictions, and dedication in order
to give credibility to what they advocate.

NAT: AACSB Communication | Leadership Principles
5. Servant leadership emphasizes being able to serve and lead. In your opinion, is this contradictory
or doable?
ANS:

6. Do you believe everyone has the same capability to become a servant leader, or are some people
by their nature more inclined to be servant leaders?
ANS:


Chapter 9-Charismatic and Transformational Leadership: TRUE/FALSE (Concepts)

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Chapter 9—Charismatic and Transformational Leadership

ANS: F PTS: 1 DIF: Medium REF: Conceptual

2. Selflessness is an unselfish regard for or devotion to the welfare of others.

ANS: T PTS: 1 DIF: Easy REF: Conceptual

ANS: T PTS: 1 DIF: Easy REF: Conceptual

ANS: T PTS: 1 DIF: Medium REF: Conceptual

5. The Greek word charisma means “extraordinary gift.”

ANS: F PTS: 1 DIF: Medium REF: Conceptual

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7. Charismatic leadership is an extension of attribution theory.

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14. Charismatic leaders tend to have a high risk orientation.

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ANS: F PTS: 1 DIF: Medium REF: Conceptual

16. Charismatic leaders empower followers by building their self-interest.

ANS: F PTS: 1 DIF: Medium REF: Conceptual

ANS: T PTS: 1 DIF: Medium REF: Conceptual

ANS: F PTS: 1 DIF: Easy REF: Conceptual

ANS: T PTS: 1 DIF: Medium REF: Conceptual

20. The self-glorification motive is based on self-confidence and self-enhancement.

ANS: F PTS: 1 DIF: Medium REF: Conceptual

ANS: T PTS: 1 DIF: Medium REF: Conceptual

ANS: T PTS: 1 DIF: Medium REF: Conceptual

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ANS: F PTS: 1 DIF: Medium REF: Conceptual

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ANS: T PTS: 1 DIF: Hard REF: Conceptual

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28. Charismatic leaders are few in number.

ANS: T PTS: 1 DIF: Medium REF: Conceptual

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ANS: F PTS: 1 DIF: Hard REF: Conceptual

31. Transactional leaders challenge followers to think “outside of the box.”

ANS: F PTS: 1 DIF: Easy REF: Conceptual

ANS: F PTS: 1 DIF: Medium REF: Conceptual

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34. Transformational leadership is also referred to contingent reward leadership.

ANS: F PTS: 1 DIF: Hard REF: Conceptual

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40. Stewardship calls for the highest level of selflessness.

ANS: F PTS: 1 DIF: Medium REF: Conceptual

ANS: F PTS: 1 DIF: Easy REF: Conceptual

ANS: T PTS: 1 DIF: Easy REF: Conceptual

ANS: T PTS: 1 DIF: Easy REF: Conceptual

44. The hallmark of servant leadership is the desire to help others.

ANS: T PTS: 1 DIF: Medium REF: Conceptual

2. Individuals with a positive self-concept possess all of the following EXCEPT:

3. Personal power that comes from overcoming inner conflict is:

4. Charismatic leadership has been described as __________ leadership.

5. The leader’s personal meaning is linked to charismatic leadership through:

8. Charismatic leadership is seen as an extension of __________ theory.

14. An effect of charismatic leadership on followers is to cause them to:

18. Charismatic leaders communicate through all of the following EXCEPT: