(Test Bank) Meeting the Ethical Challenges of Leadership, Casting Light or Shadow

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Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Chapter 1 : The Leader’s Light or Shadow Test Bank Multiple Choice 1. ______ power uses inducements (bonuses, raises) and threats (arrests, firings) to get people to go along , while ______ power is based on attracting others rather than forcing them or inducing them to comply. A. Derailed/referent B. Hard/soft C. Mismanaged/inconsistent D. Loyal/disloyal Ans: B Cognitive Domain: Comprehension Answer Location: The Shadow of Powe r Difficulty Level: Hard 2. ______ leaders may lack emotional or academic intelligence, for example, or be careless, distracted, or sloppy. A. Callous B. Rigid C. Toxic D. Incompetent Ans: D Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 3. ______ leaders lack self -control and are enabled by followers who don’t want to intervene or can’t. A. Callous B. Intemperate C. Incompetent D. Toxic Ans: B Cognitive Domain: Comprehension Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 4. ______ leaders and at least some of their followers lie, cheat, and steal . A. Callous B. Corrupt C. Toxic D. Rigid Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Ans: B Cognitive Domain: Comprehension Answer Lo cation: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 5. Former U.S. President Bill Clinton behaved in a/an ______ manner when he didn’t intervene in the Rwandan genocide that took the lives of 800,000 –1 million people in 1994. A. insular B. callous C. rigid D. corrupt Ans: A Cognitive Domain: Application Answer Location: A Dramatic Difference/The Dark Side of Leaders hip Difficulty Level: Hard 6. Abu Bakr al -Baghdadi is one example of a/an ______ leader. A. insular B. evil C. corrupt D. toxic Ans: B Cognitive Domain: Analysis Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Medium 7. ______ leaders care for the welfare of subordinates at the expense of organizational goals. A. Supportive/disloyal B. Tyrannical C. Callous D. Derailed Ans: A Cognitive domain: Comprehension Answer Location: A Dramatic Difference/The Dark Side of Leader ship Difficulty Level: Medium 8. ______ leaders act against the interests of both subordinates and the organization. A. Supportive/ Disloyal B. Derailed C. Callous D. Tyrannical Ans: B Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 9. To avoid contributing to a shadowy environment, followers must deliver ______ and accept responsibility for their actions . A. bad news B. reprimands C. punishment D. firings Ans: A Cognitive Domain: Comprehension Answer Location: The Challenge of Bad News Difficulty Level: Easy 10. ______ leaders act against the interests of both subordinates and the organization Laissez -faire leaders: engage in passive. A. Supportive B. Derailed C. Disloyal D. Tyrannical Ans: B Cognitive Domain: Comprehension Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Medium 11. Leaders almost always enjoy greater ______ than followers do. A. power B. privileges C. benefits D. praise Ans: B Cognitive Domain: Comprehension Answer Location: The Shadow of Privilege Difficulty Level: Easy 12. Leaders have more access to ______ than do others in an organization . A. stocks B. salary C. communication D. information Ans: D Cognitive Do main: Knowledge Answer Location: The Shadow of Mismanaged Information Difficulty Level: Easy 13. All of the following are behaviors of unethical leaders EXCEPT: A. they fail to reveal conflicts of interest Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 B. they withhold information that followers need C. they use information solely for personal benefit D. they derail communication in the organization Ans: D Cognitive Domain: Application Answer Location: The Shadow of Mismanaged Information Difficulty Level: Hard 14. Impression management is integral to effective leadership because followers have images of ideal leaders called ______ . A. prototypes B. stereotypes C. deification D. referent power Ans: A Cognitive Domain: Comprehension Answer Location: The Shadow of Mism anaged Information Difficulty Level: Medium 15. ______ impression managers meet group wants and needs, not just the needs of the leaders. A. Idea B. Prototyped C. Ethical D. Loyal Ans: C Cognitive Domain: Comprehension Answer Location: The Shadow of Mismanaged Information Difficulty Level: Easy 16. Diverse followers, varying levels of relationships, and elements of the situation make ______ an ethical burden of leadership . A. consistency B. loyalty C. communication D. engaging Ans: A Cognitive Domain: Application Answer Location: The Shadow of Mismanaged Information Difficulty Level: Medium 17. According to the text, ______ is a mixed blessing. A. leadership B. power Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 C. knowledge D. privilege Ans: C Cognitive Domain: Knowledge Answer Location: The Shadow of Mismanaged Information Difficulty Level: Easy 18. Leaders act irresponsibly when they fail to: A. make reasonable efforts to prevent misdeeds on the part of their followers B. engage in destructive behavior C. ignore or deny ethica l problems D. shoulder responsibility for the consequences of their directives Ans: A Cognitive Domain: Analysis Answer Location: The Shadow of Irresponsibility Difficulty Level: Hard 19. ______ leaders may be competent, but they are unyielding, unable to accept new ideas, new information, or changing conditions. A. Callous B. Rigid C. Abusive D. Tyrannical Ans: B Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 20. ______ leaders are uncaring or unkind, ignoring or downplaying the needs, wants, and wishes of followers. A. Callous B. Rigid C. Abusive D. Tyrannical Ans: A Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 21. ______ leaders reach organizational goals while abusing followers. A. Callous B. Laissez -faire C. Tyrannical D. Abusive Ans: C Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Cognitive Domain: Knowledge Answer L ocation: A Dramatic Difference/the Dark Side of Leadership Difficulty Level: Easy 22. ______ leaders engage in passive and indirect negative behavior. A. Callous B. Laissez -faire C. Tyrannical D. Abusive Ans: B Cognitive Domain: Knowldege Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 23. ______ is another name for role model power. A. Referent B. Legitimate C. Expert D. Authority Ans: A Cognitive Domain: Comprehension Answer Location: The Shadow of Power Difficulty Level: Easy 24. ______ theory is based on the notion that a leader develops a closer relationship with one group of followers than with others. A. Scientific management B. LMX C. Equity D. Equality Ans: B Cognitive Domain: Comprehensio n Answer Location: The Shadow of Inconsistency Difficulty Level: Medium 25. ______ can be compared to a performance on a stage. A. Scientific management B. Role management C. Impression management D. Equity management Ans: C Cognitive Domain: Comprehension Answer Location: The Shadow of Mismanaged Information Difficulty Level: Medium Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 26. ______ and ______ represent the power of leaders to either illuminate the lives of their followers or cast them in darkness. A. Sun/moon B. Bright/dark C. Rain/clouds D. Light/shadow Ans: D Cognitive Domain: Comprehension Answer Location: What’s Ahead Difficulty Level: Medium 27. The greater a leader’s ______ , the greater the potential for abuse. A. role B. power C. rank D. potential Ans: B Cognitive Domain: Knowledge Answer Location: The Shadow of Power Difficulty Level: Easy 28. According to LMX, the ______ have high levels of trust, mutual influence, and support that characterize their exchanges with the leader. A. out -group s B. in -group s C. role models D. mentors Ans: B Cognitive Domain: Comprehension Answer Location: The Shadow of Inconsistency Difficulty Level: Easy 29. ______ leaders engage in destructive behaviors and display dysfunctional personal characteristics. A. Abusive B. Callous C. Rigid D. Toxic Ans: D Cognitive Domain: Comprehension Answer Location: Implications and Applications Difficulty Level: Easy 30. There is a difference between healthy skepticism, which prevents followers from being exploited, and unhealthy ______ , which undermines individual and group performance. Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 A. abuse B. bias C. cynicism D. power Ans: C Cognitive Domain: Comprehension Answer Location: The Challenge of Cynicism Difficulty Level: Easy 31. ______ is making inappropriate or excessive threats for not complying with the leader’s directives . A. Abuse B. Belittling C. Cruelty D. Coercion Ans: D Cognitive Domain: Knowledge Answer Location: The Shadow of Power Difficulty Level: Easy 32. ______ is lying and giving false or misleading information . A. Abuse B. Deceit C. Cruelty D. Coercion Ans: B Cognitive Domain: Comprehension Answer Location: The Shadow of Power Difficulty Level: Easy 33. ______ is creating a master –servant relationship in which bosses can do whatever they want because they feel superior . A. Deification B. Cruelty C. Abuse D. Coercion Ans: A Cognitive Domain: Knowledge Answer Location: The Shadow of Power Difficulty Level: Medium 34. ______ leaders lack the motivation or the ability to sustain effective action. A. Callous B. Rigid C. Abusive Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 D. Incompetent Ans: D Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 35. ______ leaders are unable to accept new ideas. A. Callous B. Rigid C. Abusive D. Incompetent Ans: B Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 36. ______ leaders lack self -control. A. Intemperate B. Callous C. Incompetent D. Rigid Ans: A Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 37. ______ leaders put self -interest ahead of the public interest. A. Corrupt B. Abusive C. Incompetent D. Rigid Ans: A Cognitive Domain: Comprehension Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Easy 38. ______ leaders draw a clear boundary between the welfare of his or her immediate group or organization and outsiders . A. Corrupt B. Incompetent C. Rigid D. Insular Ans: D Cognitive Domain: Comprehension Answer Location: A Dramatic Difference/The Dark Side of Leadership Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Difficulty Level: Medium 39. The head of ISIS would be an example of a(n) ______ leader. A. evil B. abusive C. tyrannical D. rigid Ans: A Cognitive Domain: Application Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Medium True/ False 40. Hard power uses bonuses, raises, or threats to get people to go along. Ans: T Cognitive Domain: Comprehension Answer Location: The Shadow of Power Difficulty Level: Easy 41. U.S. worker s prefer leaders who rely on legitimate power. Ans: F Cognitive Domain: Knowledge Answer Location: The Leader’s Shadows Difficulty Level: Easy 42. Toxic leaders engage in destructive behaviors and display dysfunctional personal character istics. Ans: T Cognitive Domain: Knowledge Answer Location: A Dramatic Difference/the Dark Side of Leadership Difficulty Level: Medium 43. Employers are also gathering more and more information about employee behavior both on and off the job. Ans: T Cognitive Domain: Comprehension Answer Location: The Shadow of Mismanaged Information Difficulty Level: Medium 44. Companies do not have the right to gather inform ation in order to improve performance and eliminate waste and theft. Ans: F Cognitive Domain: Comprehension Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Answer Location: The Shadow of Mismanaged Information Difficulty Level: Medium 45. Impression management can be compared to a performance on a stag e. Ans: T Cognitive Domain: Comprehension Answer Location: The Shadow of Mismanaged Information Difficulty Level: Easy 46. Powerful leaders are not prone to biased judgments. Ans: F Cognitive Domain: Comprehension Answer Location: The Shadow of Power Difficulty Level: Easy 47. Impression management can be used to reach immoral ends. Ans: T Cognitive Domain: Comprehension Answer Location: The Shadow of Mismanaged Information Difficulty Level: Medium 48. Many of history’s villains are traitors. Ans: T Cognitive Domain: Comprehension Answer Location: The Shadow of Misplaced and Broken Loyalties Difficulty Level: Easy 49. Derailed leaders reach organizational goals while abusing followers . Ans: F Cognitive Domain: Application Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Medium Short Answer/ Essay 50. The Bond scholars identified seven clusters of destructive leader behaviors. Discuss each “cluster” in a minimum of on e sentence. Ans: Cluster 1: This type of leader makes poor decisions (often based on inadequate information), lies and engages in other unethical behavior, cannot deal with new technology, and typically fails to prioritize and delegate. Cluster 2: This type of leader lacks critical skills. She or he is unable to negotiate or persuade and cannot develop or motivate subordinates. Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 Cluster 3: This type of leader makes good decisions and has the necessary leadership skills but is overly controlling and micromanages followers. Cluster 4: This type of leader can’t deal with conflict but plays favorites and behaves inconsistently. Cluster 5: This type of leader isn’t all that bad but isn’t all that good either. Leaders in this category don’t seek information from others, don’t change their minds, and don’t do a good job of coordinating followers. Cluster 6: This type of leader isolates the group fr om the rest of the organization. Cluster 7: This type of leader creates a situation of “significant misery and despair.” Leaders in this group are brutal and bullying, frequently lying and engaging in other unethical behavior. Cognitive Domain: Comprehensi on Answer Location: A Dramatic Difference/The Dark Side of Leadership Difficulty Level: Medium 51. What is meant by “the challenge of obligation?” What does this have to do with followership? Ans: Followers contribute to a shadowy atmosphere when they fai l to fulfill their minimal responsibilities by coming to work late, taking extended breaks, not carrying out assignments, undermining the authority of their leaders, stealing supplies, and so on. However, they can also contribute to an unethical climate by taking on too many obligations. Employees forced to work mandatory overtime , and salaried staff at many technology and consulting firms work 70 –80 hr a week, leaving little time for family and personal interests. They experience stress and burnout, and th eir family relationships suffer. Cognitive Domain: Analysis Answer Location: The Challenges of Obligation Difficulty Level: Medium 52. Discuss the challenge of cynicism and what it means to followership . Ans: There is a difference between healthy skeptici sm, which prevents followers from being exploited, and unhealthy cynicism, which undermines individual and group performance. Followers darken the atmosphere when they become organizational cynics. That’s because cynicism destroys commitment and undermines trust. Collective performance suffers as a result. Few give their best effort when they are disillusioned with the group. Cynical employees feel less identification with and commitment to their employers while being more resistant to change; they are less likely to go beyond their job duties to help their colleagues and their organizations. The greater the degree of cynicism, the more effort is directed toward attacking the organization at the expense of completing the task at hand. Cognitive Domain: Analy sis Answer Location: The Ethical Challenges of Followership Difficulty Level: Medium 53. Based on the movie, Selma , answer the following questions: Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 1. What types of power are used by the major figures in the film? 2. How does the abuse of power by King’s opponents contribute to his success? 3. How does King appeal to White audiences? 4. What character weaknesses do you note in President Johnson? Do you find anything in his character to admire? Ans: Varies considerably Cognitive Domain: Comprehension Difficulty Level: Medium 54. Based on Case Study 1.3, Public Moralist , answer the following questions: 1. What role did power play in Cosby’s sexual misbehavior? 2. How do you account for the great inconsistency between Cosby’s public moralizing and hi s alleged predatory sexual behavior? 3. Can you think of other cases where the public image and private behavior of leaders are in “stark contrast?” 4. Evaluate the ethics of Cosby’s legal strategy. Is it ethical to “attack the accuser?” 5. Do you refu se to support some entertainers and professional athletes because of their unethical or criminal personal behavior? How do you make this determination? Ans: Varies Cognitive Domain: Application Answer Location: Case Study 1.3 Difficulty Level: Hard 55. Name and briefly define four behaviors of “brutal” bosses. Ans: Deceit: lying and giving false or misleading information Constraint: restricting followers’ activities outside work, such as telling them whom they can befriend, where they can live, with whom they can live, and the civic activities they can participate in Coercion: making inappropriate or excessive threats for not complying with the leader’s directives Selfishness: blaming subordinates and making them scapegoats Inequity: supplying unequal ben efits or punishments based on favoritism or criteria unrelated to the job Cruelty: harming subordinates in such illegitimate ways as name -calling or public humiliation Disregard: ignoring normal standards of politeness; obvious disregard for what is happen ing in the lives of followers Deification: creating a master –servant relationship in which bosses can do whatever they want because they feel superior Cognitive Domain: Knowledge Answer Location: The Shadow of Power Difficulty Level: Easy Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 56. Based on Case Study 1.2, Killers With Cameras , answer the following questions: 1. Would you watch the video of this or another shooting? Why or why not? 2. Does showing videos filmed by killers encourage others to imitate their behavior? 3. Was using the video of Cameraman Ward a better option for media outlets than using the shooter’s video? 4. Do you think The Daily News was more motivated by principle or by the hope of attracting more readers? 5. Do you support the decision of Daily News editors to show the still shots of the shooting on its front page? Why or why not? 6. What ethical principles should editors and other leaders use when deciding what information to release? Ans: Varies Cogni tive Domain: Application Answer Location: Case Study 1.2 Difficulty Level: Hard 57. Your book discusses some of the common shadows cast by leaders faced with the ethical challenges of leadership. What are the two important questions that arose while ident ifying these shadows? Ans: (1) Why is it that, when faced with the same ethical challenges, some leaders cast light and others cast shadows? (2) What steps can we take as leaders to cast more light than shadow ? Answer Location: The Shadow of Irresponsibili ty Cognitive Domain: Comprehension Difficulty Level: Medium 58. Based on case study 1.1 , Foxcatcher , answer the following questions: 1. Who is most to blame for failing to stop John Du Pont’s downward spiral? 2. Do you blame the members of Team Foxcatcher for staying on even as Du Pont’s behavior become more erratic? 3. What are the costs of speaking up to powerful leaders? How do we equip ourselves to do so? 4. Can you think of other leaders whose power an d/or wealth put them at great risk? 5. Ho w can colleges and nonprofits ensure that donors don’t exert too much influence over their activities? Ans: Vary considerably Cognitive Domain: Application Answer Location: Case Study 1.1 Difficulty Level: Hard 59. Is there a difference between ethics and morals? Why or why not? Ans: Varies Cognitive Domain: Comprehension Difficulty Level: Medium Instructor Resource Johnson, Meeting the E thical Challenges of Leadership 6e SAGE Publishing, 2018 60. Describe the relationship between leading and following. How do these roles differ? Overl ap? Ans: Varies Cognitive Domain: Application Difficulty Level: Hard 61. Describe the process of ethical leadership. Ans: Varies Cognitive Domain: Comprehension Difficulty Level: Medium 62. What advice would you give a new leader about the use and abuse of power? Ans: Varies Cognitive Domain: Application Difficulty Level: Hard 63. What are the characteristics of ethical impression management? Ans: Varies Cognitive Domain: Comprehension Difficulty Level: Medium 64. Outline the steps you can take to better meet the ethical challenges of followership. Ans: Varies Cognitive Domain: Application Difficulty Level: Hard Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 Chapter 2 : Stepping Out of the Shadows Test Bank Multiple Choice 1. The following are all examples of functional atheism EXCEPT : A. high stress B. broken relationships C. group pressure D. mindless activity Ans: C Cognitive Domain: Comprehension Answer Location: Unhealthy Motivations: Internal Enemies or Monsters Difficulty Level: Medium 2. All of the following are examples of susceptible conformer subordinates EXCEPT: A. authoritarians B. bystanders C. compromisers D. lost souls Ans: C Cognitive Domain: Comprehension Answer Location: The Susceptible Follower Difficulty Level: Medium 3. A leader submits a false expense report, thinking he deserves the extra money because of his importance to the company. Which type of faulty assumption is h e demonstrating? A. faulty theories about ourselves B. faulty theories about other people C. faulty theories about how the world operates D. all of the se Ans: A Cognitive Domain: Application Answer Location: Theories About Ourselves Difficulty Level: Hard 4. “Organized beliefs about how ‘we’ differ from ‘they’” is the definition of A. faulty theories about how the world operates B. faulty theories about ourselves C. faulty theories about other people D. faulty theories abo ut relationships Ans: C Cognitive Domain: Comprehesnion Answer Location: Theories About Other People Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 Difficulty Level: Hard 5. A(n) ______ refers to the belief (positive or negative) that we hold about a particular group of people. A. ethnocentric perspec tive B. stereotype C. confirmation D. prejudice Ans: B Cognitive Domain: Comprehension Answer Location: Theories About Other People Difficulty Level: Medium 6. Conformity is a particular problem for ______ . A. small businesses B. large organizations C. small groups D. cross -cultural settings Ans: C Cognitive Domain: Application Answer Location: Contextual Pressures Difficulty Level: Medium 7. With which internal enemy or monster is c ompetition associated? A. insecurity B. fear C. denying death D. battleground mentality Ans: D Cognitive Domain: Comprehension Answer Location: Unhealthy Motivations: Internal Enemies or Monsters Difficulty Level: Medium 8. All of the following were identified in the text as signs of selfishness EXCEPT : A. obsession B. greed C. narcissism D. Machiavellianism Ans: A Cognitive Domain: Comprehension Answer Location: Personality Disorders Difficulty Level: Easy 9. All of the following are characteristics or behaviors of shadow casters EXCEPT: A. unhealthy motivations Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 B. personality disorders C. moral disengagement D. ethical expertise Ans: D Cognitive Domain: Comprehension Answer Location: What’s Ahead Difficulty Level: Medium 10. All of the following are examples of internal enemies or monsters, EXCEPT: ______. A. fear B. anxiety C. functional atheism D. denying death Ans: B Cognitive Domain: Comprehension Answer Location: Unhealthy Motivations: Internal Enemies or Monsters Difficulty Level: Easy 11. ______ is a hallmark of self-oriented leaders. A. Fear B. Apathy C. Greed D. Manipulation Ans: C Cognitive Domain: Knowledge Answer Location: Unhealthy Motivations: Internal Enemies or Monsters Difficulty Level: Easy 12. All of the following are examples of conformers EXCEPT: A. opportunists B. lost souls C. bystanders D. authoritarians Ans: A Cognitive Domain: Knowledge Answer Location: The Susceptible Follower Difficulty Level: Easy 13. All of the following are examples of colluders EXCEPT: A. opportunists B. authori tarians C. acolytes D. Both A and C Ans: B Cognitive Domain: Knowledge Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 Answer Location: The Susceptible Follower Difficulty Level: Easy 14. The Dark Triad of leadership are all of the following personality disorders EXCEPT: A. narcissism B. Machiavelliani sm C. borderline personality D. psychopathy Ans: C Cognitive Domain: Comprehension Answer Location: Personality Disorders Difficulty Level: Medium 15. ______ are conformers who are needy and vulnerable. A. Lost souls B. Bystanders C. Acolytes D. Authoritarians Ans: A Cognitive Domain: Knowledge Answer Location: Conformers: The Susceptible Follower Difficulty Level: Easy 16. ______ , are our beliefs about other groups of people, are closely related to ethnocentrism. A. Prejudice B. Stereotypes C. Viewpoints D. Beliefs Ans: B Cognitive Domain: Comprehension Answer Location: Theories About Other People Difficulty Level: Easy 17. ______ is/are our sensitivity to moral issues and options. A. Moral ideals B. Moral imagination C. Moral insight D. Moral beliefs Ans: B Cognitive Domain: Comprehension Answer Location: Failure of Moral Imagination Difficulty Level: Easy 18. Leaders use ______ to persuade themselves that their harmful behavior is actually moral and beneficial. Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 A. advantageous comparison B. moral justification C. euphemistic labeling D. moral reasoning Ans: B Cognitive Domain: Application Answer Location: Turning Immoral Conduct into Moral Conduct Difficulty Level: Medium 19. With the concept of ______ , the idea i s that it is easier to mistreat others if they are seen as less than fully human. A. attribution of blame B. moral justification C. moral reasoning D. dehumanization Ans: D Cognitive Domain: Comprehension Answer Location: Devaluing Victims Difficulty Level : Medium 20. ______ are self -absorbed and overestimate their abilities. A. Pessimists B. Optimists C. Narcissists D. Conformers Ans: C Cognitive Domain: Knowledge Answer Location: Personality Disorders Difficulty Level: Easy 21. ______ engage in destructive behavior while obeying their leaders. A. Pessimists B. Optimists C. Narcissists D. Conformers Ans: D Cognitive Domain: Comprehension Answer Location : The Susceptible Follower Difficulty Level: Easy 22. _________ actively support or contrib ute to their leaders’ destructive missions. A. Colluders B. Conformers C. Psychopaths D. Narcissists Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 Ans: A Cognitive Domain: Knowledge Answer Location : The Susceptible Follower Difficulty Level: Easy 23. Extreme ______ have a “grandiose sense of self -imp ortance,” believe that they are special, like attention, constantly seek positive feedback, lack empathy, and feel entitled to their power and positions. A. colluders B. conformers C. psychopaths D. narcissists Ans: D Cognitive Domain: Application Answer Location: Personality Disorders Difficulty Level: Easy 24. ___________ have a total lack of conscience. A. Colluders B. Conformers C. Psychopaths D. Narcissists Ans: C Cognitive Domain: Knowledge Answer Location: Personality Disorders Difficulty Level: Easy 25. ______ is a characteristic of someone who is driven to earn more and accumulate additional perks. A. Anger B. Doubt C. Greed D. Deceit Ans: C Cognitive Domain: Comprehension Answer Location: Unhealthy Motivations: Inte rnal Enemies or Monsters Difficulty Level: Easy 26. ______ are conformers who are generally passive and motivated by fear. A. Psychopaths B. Bystanders C. Colluders D. Anarchists Ans: B Cognitive Domain: Comprehension Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 Answer Location: Conformers: The Susceptible Follower Difficulty Level: Easy 27. ______________ is the conviction that we have motivation and skills to make an ethical choice and follow through on it. A. Ethical efficacy B. Ethical fallacy C. Ethical perspective D. Ethical reasoning Ans: A Cognitive Domain: Comprehension Answer Location: Lack of Ethical Expertise Difficulty Level: Medium 28. ______ are colluders who are “true believers.” A. Machiavellians B. Acolytes C. Moral reasoners D. Anarchists Ans: B Cognitive Domain: Comprehension Answer Location: The Susceptible Follower Difficulty Level: Medium 29. ______ encompasses all the skills needed to make responsible ethical choices, including moral awareness, moral understanding, moral reasoning and dialogue, and the resolution of competing arguments and demands. A. Cognitive decision -making competence B. Moral reasoning competence C. Ethical competence D. Emotional competence Ans: A Cognitive Domain: Application Answer Location: Steppin g Out of the Shadows Difficulty Level: Hard 30. Moral imagination consists of all of the following EXCEPT: A. sensitivity to ethical dimensions of the situation B. perspective taking C. creation of novel solutions D. emotional intelligence Ans: D Cognit ive Domain: Comprehension Answer Location: Failure of Moral Imagination Difficulty Level: Medium Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 31. According to many ethicists, ______ is key to ethical behavior and works hand in hand with moral reasoning in the decision -making process. A. moral reasoning B. moral imagination C. moral ethics D. moral intelligence Ans: B Cognitive Domain: Comprehension Answer Location: Failure of Moral Imagination Difficulty Level: Medium 32. According to the ______, leaders often become victims of their own successes. A. Bathsheba Syndrome B. Self -fulfilling prophecy C. Gal atea effect D. Golem effect Ans: A Cognitive Domain: Comprehension Answer Locati on: Box 2.1 The Dark Side of Success: The Bathsheba Syndrome Difficulty Level: Hard 33. Highly ______ individuals are skilled at manipulating others for their own ends. A. autocratic B. tyrannical C. Machiavellian D. callous Ans: C Cognitive Domain: Compr ehension Answer Location: Personality Disorders Difficulty Level: Medium 34. ______ believe that leaders have a right to demand obedience , and it is their belief in the legitimacy of the leader that triggers their obedience. A. Autocrats B. Machiavellians C. Authoritarians D. Pessimists Ans: C Cognitive Domain: Application Answer Location: The Susceptible Follower Difficulty Level: Medium 35. ______, perhaps the largest group of susceptible followers, are generally passive and motivated by fear. Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 A. Authoritarians B. Bystanders C. Lost souls D. Colluders Ans: B Cognitive Domain: Comprehension Answer Location: The Su sceptible Follower Difficulty Level: Easy 36. With moral ______ , leaders persuade themselves that their harmful behavior is actually moral and beneficial. A. imagination B. reasoning C. justification D. driving Ans: C Cognitive Domain: Comprehension Answe r Location: Turning Immoral Conduct into Moral Conduct Difficulty Level: Easy 37. With ______ , it is easier to mistreat others if they are seen as less than fully human. A. dehumanization B. demoralization C. attribution of blame D. lost souls Ans: A Cognitive Domain: Application Answer Location: Devaluing Victims Difficulty Level: Medium 38. The experiment most aligned with the concept of obedience is the ______ experiment. A. Milgram B. classical conditioning C. Little Albert D. Golem effect Ans: A Cognitive Domain: Comprehension Answer Location: Contextual Pressures Difficulty Level: Hard 39. ______ is the tendency to think that we are better than “they” are, that our way of doing things is superior to “theirs.” A. Stereotype B. Ethnocentrism C. Moral reasoning Instructor Resource Johnson, Meeting the E thical Challenges of Leadership , 6e SAGE Publishing, 2018 D. Prejudice Ans: B Cognitive Domain: Comprehension Answer Location: Theories About Other People Difficulty Level: Medium 40. ______ are our beliefs about other groups of people. A. Stereotypes B. Ethnocentrism C. Moral reasoning D. Prejudice Ans: A Cognitive Domain: Comprehension Answer Location: Theories About Other People Difficulty Level: Easy True/ False 41. Machiavellians are skilled at manipulating others. Ans: T Cognitive Domain: Knowledge Answer Location: Personality Disorder s Difficulty Level: Easy 42. A great deal of destructive leadership behavior is driven by self -centeredness, which manifests itself through pride and greed. Ans: T Cognitive Domain: Knowledge Answer Location: Unhealthy Motivations: Internal Enemies or Monsters Difficulty Level: Medium 43. Pessimists put their groups, organizations, and countries at risk because their dreams and visions are unrealistic and can’t be implemented. Ans: F Cognitive Domain: Application Answer Location: Personality Disorders Difficulty Level: Easy 44. Theories about how the world operates are assumptions that have to do with determining the consequences of choices, judging risks, and identifying causes. Ans: T Cognitive Domain: Application Answer Location: Theories about How the World Operates Difficulty Level: Medium