Q&A Hero

Q: According to research, the best way to encourage ethical behavior is to create an organizational culture that is built to enhance employee engagement.

Q: Roger always had to be told what to do and he never sought to take his own initiative on a project. He typically went with whatever he was asked, and he was glad to help however he could. Roger is what type of follower? a. Passive follower b. Alienated follower c. Conformist follower d. Pragmatic follower

Q: In an organization, actively engaged employees help by keeping turnover and absenteeism low, while promoting higher customer loyalty.

Q: This type of follower might choose to fight the leader of the group or organization rather than give their energy to reaching organizational goals. a. Pragmatic follower b. Conformist follower c. Exemplary follower d. Alienated follower

Q: Briefly describe four ways in which diffusion of responsibility occurs in an organization.

Q: You are a manager in an electronics department that sells TVs.Corporate headquarters has provided a new incentive to salespeople–they will receive higher commissions when they sell higher priced TV models.What should you do in order to maintain high ethical integrity in your department?

Q: This type of follower is often seen as an individual who takes initiative and can think for him or herself. a. Pragmatic follower b. Conformist follower c. Exemplary follower d. Alienated follower

Q: Groupthink occurs when: a) A group is working together in a cohesive, flowing manner for peak performance.b) Group members know each other so well that they are able to anticipate each other's ideas.c) Group members conform to the group's decision and are unwilling to express disagreement.d) A group cannot make a decision because members are unwilling to compromise.

Q: How do followers benefit from authentic leadership?

Q: The Zimbardo experiment provides insight into ___________ just as the Milgram experiment provides insight into ____________. a) My Lai massacre; Abu Ghraib prison scandalb) Watergate scandal; My Lai massacrec) Abu Ghraib prison scandal; McDonald's cased) My Lai massacre; Watergate scandal

Q: Outline the differences between authentic transformational and pseudo-transformational leaders.

Q: The ___________ experiment demonstrated the power of legitimate authority.Teachers were unwilling to question the experimenter's authority for fear of personal embarrassment or upsetting the status quo. a) Milgramb) Manvillec) Zimbardod) My Lai

Q: What can you do to curb the selfish tendencies of your leaders?

Q: Name and explain the factors that make up transformational leadership.

Q: Which of the following is false? a) People enter organizations in a state of "role readiness."b) Roles reduce a person's sense of individuality.c) Managers do not have roles as much as their subordinates do.d) Conflicting role expectations can cause increased incidences of lying.

Q: The __________ experiment demonstrated how normal students accepted and acted on their randomly assigned role of prisoner or guard. a) Milgramb) Manvillec) Zimbardod) My Lai

Q: Explain what trigger events are and how they promote authentic leader development.

Q: What does it mean for organizational leaders to act as moral managers?

Q: Group norms can cause an "everyone is doing it" mentality.This means: a) People are more likely to recognize issues as "ethical issues."b) Many individuals will go along with unethical behavior because of a strong need for peer acceptance.c) Managers cannot blame individual employees for unethical behavior.d) Employees are actively disengaged in groups.

Q: Benevolent paternalism shares much in common with servant leadership. a. True b. False

Q: Which of the following is false? a) The idea that punishment should be avoided is based on research on rats and small children.b) People are less likely to engage in unethical behavior if it is likely to be detected and punished.c) Other employees are affected by the punishment of just one employee.d) People do not care if violators of ethical conduct are punished.

Q: Followers can become too dependent on their transformational leaders. a. True b. False

Q: Which of the following is true? a) Rewards set the tone for what's expected and rewarded in the long term.b) Employees need to be rewarded for engaging in specific ethical behaviors.c) Punishment is an inherently bad practice.d) Rewards are better to control short-run ethical behavior.

Q: Impulsive, selfish people are often identified as leaders by others. a. True b. False

Q: The Tailhook scandal represents an example of which of these? a) Management focusing too much on the ends rather than the meansb) The ethical Pygmalion effectc) Social learning theoryd) Employees ignoring management's clear message

Q: Which of the following is true? a) Attempting to achieve a task goal can decrease risky behavior.b) Employees focus on what managers say more than what managers do.c) Employees will not search for clues about what gets rewarded; they must be told by managers that it is important.d) Meeting a goal provides psychological benefits.

Q: Servant leaders rely on positional power when making decisions. a. True b. False

Q: Reference: Matching Key Terms and Definitionsa) Integrityb) Reinforcement theoryc) Social learning theoryd) Pygmalion effect That quality or state of being complete, whole, and undivided.

Q: Servant leadership is accepted by members of many different cultures. a. True b. False

Q: Reference: Matching Key Terms and Definitionsa) Integrityb) Reinforcement theoryc) Social learning theoryd) Pygmalion effect People generally live up to the expectations that are set for them–high or low.

Q: Treating some followers better than others is a failure to meet the challenge of information management. a. True b. False

Q: Reference: Matching Key Terms and Definitionsa) Integrityb) Reinforcement theoryc) Social learning theoryd) Pygmalion effect People are likely to behave in ways that are rewarded.

Q: Constructive leadership behavior is much more common than destructive leadership behavior. a. True b. False

Q: Bruce Avolio is associated with both transformational and authentic leadership theory. a. True b. False

Q: A decrease in levels in the organizational hierarchy leads to better lateral communication among employees and makes it more difficult for employees to rationalize that higher-ups were responsible.

Q: Transformational leaders avoid transactional leadership tactics. a. True b. False

Q: When an employee brings up an ethical concern at work, the manager is obliged to take the issues completely off the employee's hands.

Q: The least effective leaders are passive-avoidant. a. True b. False

Q: People are much more likely to act ethically if they perceive themselves as personally responsible for the outcomes of their decisions and actions.

Q: _____________ are key to developing authentic leadership.

Q: Reference: Matching Key Terms and Definitionsa) Integrityb) Reinforcement theoryc) Social learning theoryd) Pygmalion effect People learn from observing the rewards and punishments of others.

Q: Norms often arise to support behaviors that are implicitly rewarded.

Q: The ________________ organizational leader achieves organizational objectives at the expense of followers.

Q: Workers expect managers to discipline fairly, and they are morally outraged when management doesn't do its job.

Q: A ____________________ leader is skilled at manipulating others for personal gain.

Q: If punishment occurs in private, few employees will know that unethical behavior was admonished; thus, managers should ensure that employees who behave unethically are punished publicly so that others learn from the process.

Q: In the Challenge of _______________, leaders must weigh their commitments to different groups.

Q: Work roles can support either ethical or unethical behavior.

Q: Feelings of competence, hope, optimism and resilience make up _________________.

Q: Workers expect to be rewarded for behaviors that are expected of everyone–that is, for doing the "right thing."

Q: _________________ describes the fact that servant-leaders act on behalf of others, holding the organization in trust for followers and the larger community.

Q: In combination with rewards, goal setting is one of the most powerful motivational tools.

Q: __________ leadership theories tell leaders how to act.

Q: Generally, people take a single "ethical self" from situation to situation.

Q: Bad leaders are _______________ or ___________________ or both.

Q: A statement such as "integrity is important here" is enough for subordinates to understand expected behavior.

Q: A(n) _______________ leader does not exercise self-control.

Q: In business, when people talk about ethics, they're talking about behavior.

Q: Setting a good example is the _______________ dimension of ethical leadership.

Q: Jun Lie frequently attends important events, such as weddings and funerals, in the lives of his employees. He is BEST described as aa. Servant leaderb. Benevolent paternalistic leaderc. Transformational leaderd. Authentic leader

Q: You are a top executive charged with developing a plan for the company's formal communication of ethics. Briefly describe three communication channels and an example of how you would use each one.

Q: You are a top executive charged with evaluating the state of ethics communications in your company. List four key questions you will need to ask as part of your evaluation. In addition, provide an example that clarifies the meaning of each question.

Q: Benevolent paternalistic leadership has much in common with a. Confucianism b. Altruism c. Servant Leadership d. All of the above

Q: Which of the following is false? a) An effective approach to managing ethics has a compliance-only focus. b) Abstract value statements can appear hypocritical to employees. c) Strictly compliance-oriented programs are often viewed by employees with cynicism. d) With a compliance-only focus, employees believe anything goes as long as there isn't a rule against it.

Q: In authentic leadership, _______________ describes the process of remaining objective when receiving information. a. self-awareness b. internalized moral perspective c. balanced processing d. relational transparency

Q: The _________ approach to formal corporate ethics initiatives focuses on meeting required behavior norms or obeying the letter of the law. a) rules b) compliance c) principles d) values

Q: Which theory helps explain why and how organizational leaders exert so much influence over the ethical behavior of followers? a. Moral disengagement theory b. Social learning theory c. Cooperation theory d. None of the above

Q: The __________ approach to formal corporate ethics initiatives is proactive and aspirational. a) rules b) compliance c) competitive d) values

Q: Which type of selfish leader loves being the center of attention? a. Narcissistic b. Impulsive c. Machiavellian d. Unrealistic

Q: Which type of destructive leadership behavior benefits subordinates at the expense of the organization? a. Laissez-faire behavior b. Supportive-disloyal behavior c. Tyrannical leadership behavior d. Constructive behavior

Q: ______ is a term frequently used to describe ethics initiatives that begin at the top of the organization and work their way down, level by level. a) Command-and-control b) Cascading c) Codes of conduct d) Good soldiers

Q: Your friend, Jamira, has been selected to create a new ethics training program at work. What advice should you give Jamira? a) Ensure that all employees receive the same training content. b) Focus on new employees only; the other employees already know this stuff. c) Provide separate training depending on the needs of different groups of employees. d) Bring in outside consultants to conduct the training.

Q: All of the following were identified as characteristics of servant leaders EXCEPT: a. Conceptualization b. Empathy c. Commitment to the accumulation of personal power d. Foresight

Q: When communicating a code of conduct: a) Focus on values that should guide decision making. b) Provide the same code of conduct to all departments regardless of its length. c) Refrain from changing the code of conduct regularly. d) Fewer employees will read the code if it is short.

Q: Which theorist is associated with Transformational Leadership theory? a. Robert Greenleaf b. Robert Drath c. James Rost d. James McGregor Burns

Q: When communicating policies:a) It is important to use legalese to demonstrate the formality of the document.b) Eliminate the legalese and tell employees what the policy mec) Policies should be alphabetized to communicate that all policies are important.d) Include policies from all departments so the manual is standardized.

Q: Which type of bad leader is unable to control his/her desires? a. Incompetent b. Intemperate c. Rigid d. Callous

Q: Which of the following is false? a) A mission statement describes "how we do business." b) Mission statements should be short and memorable. c) Mission statements should be written by outsiders who are unbiased. d) For some companies, mission statements are a mainstay of the corporate culture.

Q: Privacy issues are related to which ethical challenge of leadership? a. Challenge of information management b. Challenge of power c. Challenge of responsibility d. Challenge of loyalty

Q: ___________ have their own agenda and lack any company or professional loyalty. a) Deserters b) Misguided cannons c) Grenades d) Toxic ammo