Chapter 4: Combating Evil
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Q1) Authentic apologies are frequently vague.
A)True
B)False
Q2) Briefly describe the four-stage model of forgiveness.
Q3) Name and briefly describe the common spiritual practices that help leaders become more ethical and effective.
Q4) Dispute resolution expert Susan Opotow believes that moral exclusion progresses through five states or elements that reinforce one another and can become a vicious cycle that ends in death and destruction. What are these five states?
Q5) Define workplace spirituality.
Q6) Which common spiritual practice involves self-examination?
A) Listening responsively
B) Demonstrating respect for others' values
C) Engaging in reflective practice
D) Appreciating the contributions of others
Q7) Religion and spirituality are interchangeable terms.
A)True
B)False
Q8) Discuss some of the "wrong" ways to apologize.
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Chapter 5: General Ethical Perspectives
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Q1) ______ is integral to altruistic leadership.
A) Dramatic rehearsal
B) Ethical behavior
C) Social relationships
D) Self-sacrifice
Q2) Describe the applications of altruism
Q3) What is "the veil of ignorance?"
Q4) Team building is an example of ______ type of altruistic behavior.
A) individual-focused
B) group-focused
C) organizational-focused
D) societal-focused
Q5) Ethical pluralism refers to
A) the absence of moral standards
B) the search for ethical diversity
C) the creation of ethical consensus
D) the combining of perspectives to resolve ethical problems
Q6) Describe the Good Samaritan in terms of altruism?
Q7) Compare utilitarianism to the categorical imperative. Identify their similarities as well as their differences.
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Chapter 6: Ethical Decision Making and Behavior
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Q1) ______ are networks of knowledge organized around life events.
A) Tolerance
B) Schemas
C) Moral thoughts
D) Ethical perspectives
Q2) What is meant by ethical decision-making being a dual process approach?
Q3) ______ ability generally increases with age and education.
A) Moral disagreement
B) Moral reasoning
C) Moral focus
D) Moral character
Q4) Explain the roles that emotions play in ethical decision-making and action.
Q5) Tolerating ______ and ambiguity occurs when managers disagree about values and courses of action.
A) moral disagreement
B) moral hypocrisy
C) moral focus
D) moral character
Q6) How can you increase your sensitivity to ethical issues?
Q7) Describe what you learned about the Foursquare protocol.
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Chapter 7: Exercising Ethical Influence
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Q1) Leadership is based on the exercise of ______.
A) power
B) control
C) influence
D) liking
Q2) ______ typically adopt either a distributive or integrative approach to negotiation.
A) Bargainers
B) Leaders
C) Consumers
D) Partners
Q3) What did you learn about the Pygmalion effect that could be helpful to know in light of the expectations of leaders on their followers?
Q4) The ______ refers to the fact that high self-expectation leads to high performance.
A) Galatea effect
B) Pygmalion effect
C) Goleta effect
D) Golem effect
Q5) Discuss the four channels that signal high/low expectations.
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Chapter 8: Normative Leadership Theories
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Q1) Describe the positive effects that authentic leaders have on followers.
Q2) Which of the five normative leadership theories described in the chapter do you find most helpful? Explain your choice based on your experiences and/or on your observations of other leaders.
Q3) Should businesses be "agents of world change?" Why or why not?
Q4) ______ describes remaining objective when receiving information. Inauthentic responses involve denying, distorting, or ignoring feedback we don't want to acknowledge.
A) Rational transparency
B) Internalized moral perspectives
C) Balanced processing
D) Self-awareness
Q5) Pseudo-transformational leaders promote cooperation and harmony.
A)True
B)False
Q6) Is servant leadership unrealistic? Defend your answer.
Q7) Compare and contrast transactional and transformational leadership.
Q8) Leaders are either transactional or transformational.
A)True
B)False
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Chapter 9: Building an Effective, Ethical Small Group
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Q1) ______ refers to influencing our own thoughts, attitudes, and behaviors.
A) Self-leadership
B) Self-regulation
C) Self-efficacy
D) Self-confidence
Q2) Which of the following factors contribute MOST to the Abilene paradox?
A) Fear of separation
B) Real risk
C) Action anxiety
D) Negative fantasies
Q3) Discuss the elements of a small group.
Q4) ______ group members are those who are inflexible and claim to have all the answers.
A) Comprehensive
B) Argumentative
C) Substantive
D) Dogmatic
Q5) Define comprehensive listening.
Q6) Outline steps you can take to improve the emotional intelligence of your group.
Q7) Name and explain the eight symptoms of groupthink.
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Chapter 10: Creating an Ethical Organizational Climate
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Q1) ______ is a form of aggression directed largely at women and targets are coerced into providing sexual favors in return for keeping their jobs or getting promoted.
A) Sexual harassment
B) Incivility
C) Evil
D) Deviance
Q2) Discuss the four elements of an organization's structure that have a particularly strong impact on moral behavior.
Q3) The hypocritical leader is not clearly seen as either ethical or unethical.
A)True
B)False
Q4) ______ climates follow the principle of ethical egotism.
A) Law and order
B) Independence
C) Caring
D) Instrumental
Q5) Name the four benefits of ethics codes.
Q6) Identify the seven signs that an organization is in danger of ethical collapse.
Q7) Which elements must be part of any effort to improve organizational integrity?
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Chapter 11: Meeting the Ethical Challenges of Leadership in a Global Society
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Q1) Collectivist societies prefer universal ethical standards.
A)True
B)False
Q2) Name and explain Hofstede's programmed values patterns.
Q3) ______ describes paying close attention to our behaviors and interactions.
A) Moral inclusion
B) Dignity
C) Cultural synergy
D) Mindfulness
Q4) The Caux Principles emphasize the importance of human dignity.
A)True
B)False
Q5) Muslim societies place a high priority on purity.
A)True
B)False
Q6) New Zealand is an example of a low-power distance culture.
A)True
B)False
Q7) Describe the impact of globalization on two of the leader shadows.
Q8) Define mindfulness and explain how being mindful relates to leadership ethics. Page 13
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Chapter 12: Ethical Crisis Leadership
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Q1) ______ are the warning signs that warn a crisis is possible.
A) Palindromes
B) Prodromes
C) Prodrones
D) Megadrones
Q2) ______ is defined as "a firm's ability to make decisions based on comprehensive information and analysis."
A) Expertise
B) Rationality
C) Resilience
D) Transparency
Q3) One way to learn from a crisis is to examine what other groups and organizations have done. This is referred to as:
A) retrospective sensemaking
B) vicarious learning
C) reconsidering structure
D) none of the above
Q4) Create your own metaphor to describe ethical and unethical leadership. Explain your metaphor based on principles from the course and the text.
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