Q&A Hero

Q: ______ is a factor that examines the strength of the perceived relationship between personal and group effort and group achievement. a. motivation b. expectancy c. instrumentality d. valence

Q: Which of the following team member role might claim to be an expert or knowledgeable on almost every topic? a. aggressor b. blocker c. recognition-seeker d. player

Q: Which of the following team member role may not care about the group project, may be cynical, or may regularly joke at the wrong times? a. aggressor b. blocker c. recognition-seeker d. player

Q: Which of the following team member role may attack ideas, opinions, values, and beliefs of others? a. aggressor b. blocker c. dominator d. player

Q: In ______, ordinary people commit crimes while carrying out their daily organizational duties. a. unforeseen evil b. ordinary evil c. administrative evil d. silent evil

Q: Groups engaged in moral exclusion divide the world into those who deserve sympathy and those who dont. This reflects which element of the exclusion process? a. Group categorizations are salient. b. Conflicts of interest are salient. c. Moral justifications are prominent. d. Unjust procedures are described as expedient.

Q: Withholding additional funding is a good strategy for preventing ______. a. groupthink b. escalation of commitment c. mismanaged agreement d. concertive control

Q: Identify and explain strategic steps a whistle-blower can take when engaging in whistle blowing.

Q: Develop a strategy for engaging in ethical self-leadership.

Q: Outline steps a leader can take to improve employee satisfaction and commitment to the organization using ethical leadership theory.

Q: Why do many whistleblowers face retaliation for speaking up?

Q: What advice would you give someone thinking about blowing the whistle on organizational misbehavior?

Q: How can you avoid becoming a toxic follower?

Q: Are guerilla bureaucrats ethical or unethical?

Q: Do you think that the power of followers is growing? Why?

Q: How does the way you define your follower role shape your ethical behavior and that of your leader(s)?

Q: How can you build your courage as a follower?

Q: What moral challenge is the toughest for you to meet as a follower? Why?

Q: As a leader, how can you ethically balance the need to treat each follower differently while acting consistently?

Q: Must all ethical leaders be authentic? Defend your position.

Q: Evaluate the behavior of an unethical leader using one of the categories of shadow leadership provided in the chapter.

Q: How can you tell if a leader is toxic?

Q: Why must good leaders be both ethical and effective?

Q: What is the greatest moral challenge facing leaders? Defend your choice.

Q: Identify three cognitive-focused ethical self-leadership strategies.

Q: Identify five behavior-focused ethical self-leadership strategies.

Q: ______ means being conscious of and trusting in, motives, desires, feelings and self-concept.

Q: ______ are government officials who work (often behind the scenes) to oppose their leaders.

Q: ______ are followers who stand aside from their leaders.

Q: ______ is defined as accepting a higher level of risk.

Q: ______ are the key to developing authentic leadership.

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

Q: In the challenge of ______, leaders must weigh their commitments to different groups.

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

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

Q: ______ leadership theories tell leaders how to act.

Q: Bad leaders are ______ or ______ or both.

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

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

Q: Name the six principal ethical challenges that leaders are likely to face.

Q: What steps can organizations take to encourage whistleblowers to speak up?

Q: Name and describe the five types of follower courage.

Q: Identify the similarities and differences between narcissistic and Machiavellian leaders.

Q: What three factors should whistle-blowers consider before going public with their concerns?

Q: Explain the difference between conforming and colluding followers.

Q: Why is cynicism damaging to followers and their organizations?

Q: How do followers benefit from authentic leadership?

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

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: All whistle-blowers experience retaliation.

Q: Ethical self-leadership can be an important tool for dealing with destructive leaders.

Q: Ramona holds her employees to high personal moral standards. Her employees are more likely to be satisfied and more committed to the company.

Q: Ethical leaders are not able to get away with as much; therefore, their leadership style is not as effective as their immoral counterparts.

Q: Putting others first can help meet the ethical challenges of leadership and avoid destructive behaviors.

Q: Selfish leaders can be classified as impulsive, narcissistic or Machiavellian.

Q: A practical tip for a leader to improve their consistency is for them to go out of their way to treat fringe subordinates equally as they do other employees.

Q: Followers typically have access to more information than leaders do.

Q: Leaders and followers need to work together; however, they face different sets of ethical dilemmas and demands based on the roles they play.

Q: Courageous followership involves supporting as well as challenging leaders.

Q: Whenever possible, let individuals self-select themselves for leadership positions.

Q: The courage to serve involves helping the leader change his/her destructive behaviors.

Q: Colluding followers feel forced to engage in unethical activities by their leaders.

Q: Dependency encourages us to follow toxic leaders.

Q: Followers who view themselves as coproducers or partners with their leaders focus on carrying out the order of their leaders.

Q: Being engaged makes someone a good follower.

Q: Toxic followers make toxic leadership possible.

Q: Impulsive, selfish people are often identified as leaders by others.

Q: Servant leaders rely on positional power when making decisions.

Q: Servant leadership is accepted by members of many different cultures.

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

Q: Of the following, one beneficial outcome of ethical leadership is that employees ______. a. stop making mistakes b. stop all problematic behaviors c. relax and stop putting in as much effort d. are more satisfied and committed to the organization

Q: Mariah manages a team of salespeople. She believes in modeling a positive attitude to her team with the intention that they would learn this behavior from her. Mariah is engaging in ______ type of leadership. a. authentic b. servant c. ethical d. social

Q: What is it called when an organizational member decides to reveal an organizational problem to an outside organization in hopes to correct the problem? a. authentic leadership b. servant leadership c. courageous followership d. whistle blowing

Q: What is it called when a subordinate respectfully confronts or challenges a supervisor regarding a work-related issue? a. authentic leadership b. servant leadership c. courageous followership d. whistle blowing

Q: What are critical incidents that play an important role in a persons life and development? a. balanced processing b. trigger events c. internalized moral perspective d. psychological capital

Q: What is it called when someone presents their authentic self to others by expressing their true thoughts and feelings? a. servant leadership b. balanced processing c. relational transparency d. internalized moral perspective

Q: The ______ kind of leader primarily keeps their followers well-being a primary focus. a. authentic b. insular c. narcisstic d. servant

Q: Rob was always quick to pretend to care about others, but usually he would end up gossiping about them later. He also tended to be overly complimentary of his own skills, but emotionally cold when it came to complimenting others. The kind of behavior is Rob displaying is ______ leadership. a. bad b. toxic c. selfish d. dominate

Q: If a leader is uncaring, unkind or ignores the needs of followers, they may be considered a ______ type of leader. a. callous b. insular c. intemperate d. rigid