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Test Bank for Meeting the Ethical Challenges of Leadership 7th Edition by Craig E. Johnson

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Test Bank for Meeting the Ethical Challenges of Leadership 7e 7th Edition by Craig E. Johnson. ISBN-13: 1643 Full Chapters test bank included CHAPTER 1 The Leader’s Light or Shadow WHAT’S AHEAD A DRAMATIC DIFFERENCE/THE DARK SIDE OF LEADERSHIP THE LEADER’S SHADOWS The Shadow of Power The Shadow of Privilege The Shadow of Mismanaged Information The Shadow of Inconsistency The Shadow of Misplaced and Broken Loyalties The Shadow of Irresponsibility CHAPTER 2 Stepping In and Out of the Shadows WHAT’S AHEAD SHADOW CASTERS Unhealthy Motivations Unmet Needs Self-Centeredness Personality Disorders Faulty Decision Making Failure of Moral Imagination Moral Disengagement Lack of Ethical Expertise Contextual Factors STEPPING OUT OF THE SHADOWS PART II LOOKING INWARD CHAPTER 3 The Leader’s Character WHAT’S AHEAD ELEMENTS OF CHARACTER Courage Grit Temperance Wisdom and Prudence (Practical Wisdom) Justice Optimism Integrity Humility Compassion (Kindness, Generosity, Love) Forming a Moral Identity CHARACTER BUILDING Finding Role Models Hearing Stories/Living Shared Stories Learning From Hardship Developing Habits Developing Personal Mission Statements Identifying Values CHAPTER 4 Combating Evil WHAT’S AHEAD THE FACES OF EVIL Evil as Dreadful Pleasure Evil as Idealism Evil as Exclusion Evil as Bureaucracy Evil as a Choice Evil as Ordinary FACING EVIL MAKING A CASE FOR FORGIVENESS Breaking the Cycle of Evil The Forgiveness Process Seeking Forgiveness SPIRITUALITY AND LEADERSHIP PART III ETHICAL STANDARDS AND STRATEGIES CHAPTER 5 Ethical Perspectives WHAT’S AHEAD UTILITARIANISM: DO THE GREATEST GOOD FOR THE GREATEST NUMBER OF PEOPLE Applications and Cautions KANT’S CATEGORICAL IMPERATIVE: DO WHAT’S RIGHT NO MATTER THE COST Applications and Cautions JUSTICE AS FAIRNESS: GUARANTEEING EQUAL RIGHTS AND OPPORTUNITIES BEHIND THE VEIL OF IGNORANCE Applications and Cautions PRAGMATISM: ETHICS AS INQUIRY Applications and Cautions ALTRUISM: LOVE YOUR NEIGHBOR Applications and Cautions CHAPTER 6 Ethical Decision Making and Behavior WHAT’S AHEAD ETHICAL DECISION MAKING: A DUAL PROCESS APPROACH COMPONENTS OF MORAL ACTION Component 1: Moral Sensitivity (Recognition) Component 2: Moral Judgment Component 3: Moral Focus (Motivation) Component 4: Moral Character DECISION-MAKING FORMATS The Four-Way Method Five Timeless Questions The Lonergan/Baird Method The Foursquare Protocol CHAPTER 7 Exercising Ethical Influence WHAT’S AHEAD ETHICAL ISSUES IN INFLUENCE Framing Compliance Gaining Communication of Expectations Argumentation Negotiation RESISTING INFLUENCE Reciprocation (Give-and-Take) Commitment and Consistency Social Proof Liking Authority Scarcity CHAPTER 8 Normative Leadership Theories WHAT’S AHEAD TRANSFORMATIONAL LEADERSHIP: RAISING THE ETHICAL BAR Applications and Cautions SERVANT LEADERSHIP: PUT THE NEEDS OF FOLLOWERS FIRST Applications and Cautions AUTHENTIC LEADERSHIP: KNOW YOURSELF AND TO YOUR OWN SELF BE TRUE Applications and Cautions AESTHETIC (BEAUTIFUL) LEADERSHIP Applications and Cautions Benevolent Leadership: Demonstrate Concern and Compassion Applications and Cautions ETHICAL LEADERSHIP: MORAL PERSONS AND MORAL MANAGERS Applications and Cautions PART IV SHAPING ETHICAL CONTEXTS CHAPTER 9 Building an Ethical Small Group WHAT’S AHEAD THE LEADER AND THE SMALL GROUP FOSTERING INDIVIDUAL ETHICAL ACCOUNTABILITY PROMOTING ETHICAL GROUP INTERACTION Comprehensive, Critical Listening Defensive versus Supportive Communication Emotional Intelligence Productive Conflict Minority Opinion AVOIDING MORAL PITFALLS Groupthink Polythink False Agreement Escalation of Commitment GROUP LEADERSHIP FOR THE COMMON GOOD CHAPTER 10 Creating an Ethical, Inclusive Organizational Climate WHAT’S AHEAD ETHICAL CLIMATES SIGNS OF HEALTHY ETHICAL CLIMATES Inclusion Trust Justice Integrity Structural Reinforcement Organizational Citizenship CLIMATE-BUILDING TOOLS Discovering and Communicating Core Ideology Codes of Ethics Preventing and Eliminating Destructive Behaviors Ethical Socialization Processes Ethics Training CHAPTER 11 Meeting the Ethical Challenges of Leadership in a Global Society WHAT’S AHEAD THE DARK SIDE OF GLOBALIZATION The Global Shadow of Power The Global Shadow of Privilege The Global Shadow of Mismanaged Information The Global Shadow of Inconsistency The Global Shadow of Misplaced and Broken Loyalties The Global Shadow of Irresponsibility CULTURAL DIFFERENCES AND ETHICAL VALUES Defining Culture World Values Survey Programmed Value Patterns Project GLOBE Moral Foundations Theory FACING THE CHALLENGES Overcoming Attitudinal Obstacles Finding Common Moral Ground A Global Ethic Making Ethical Choices in Culturally Diverse Settings CHAPTER 12 Ethical Crisis Leadership WHAT’S AHEAD CRISIS: AN OVERVIEW The Three Stages of a Crisis COMPONENTS OF ETHICAL CRISIS MANAGEMENT Assume Broad Responsibility Practice Transparency Take Decisive (Heroic) Action Demonstrate Care and Concern Engage the Head as Well as the Heart Improvise From a Strong Moral Foundation Build Resilience THE ETHICAL DEMANDS OF EXTREME LEADERSHIP

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Johnson, Meeting the Ethical Challenges of Leadership, 7e

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 Power
Difficulty Level: Medium
AACSB Standard: Application of knowledge

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
AACSB Standard: Application of knowledge

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
AACSB Standard: Application of knowledge

4. ______ leaders and at least some of their followers lie, cheat, and steal.

, Johnson, Meeting the Ethical Challenges of Leadership, 7e
SAGE Publishing, 2021
A. Callous
B. Corrupt
C. Toxic
D. Rigid
Ans: B
Cognitive Domain: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge

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 to 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 Leadership
Difficulty Level: Hard
AACSB Standard: Application of knowledge

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
AACSB Standard: Application of knowledge

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 Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge

, Johnson, Meeting the Ethical Challenges of Leadership, 7e
SAGE Publishing, 2021
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: Comprehension
Answer Location: A Dramatic Difference/The Dark Side of Leadership
Difficulty Level: Easy
AACSB Standard: Application of knowledge

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
AACSB Standard: Application of knowledge

10. ______ leaders act against the interests of both subordinates and the organization.
Laissez-faire leaders engage in passive and indirect negative behavior.
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
AACSB Standard: Application of knowledge

11. Leaders almost always enjoy greater ______ than followers do.
A. power
B. privileges
C. benefits
D. praise
Ans: B
Cognitive Domain: Knowledge
Answer Location: The Shadow of Privilege
Difficulty Level: Easy
AACSB Standard: Application of knowledge

, Johnson, Meeting the Ethical Challenges of Leadership, 7e
SAGE Publishing, 2021
12. Leaders have more access to ______ than do others in an organization.
A. stocks
B. salary
C. communication
D. information
Ans: D
Cognitive Domain: Knowledge
Answer Location: The Shadow of Mismanaged Information
Difficulty Level: Easy
AACSB Standard: Application of knowledge

13. Which one of the descriptions below would not be a description of an unethical
leader?
A. They fail to reveal conflicts of interest.
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
AACSB Standard: Ethical understanding and reasoning

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 Mismanaged Information
Difficulty Level: Medium
AACSB Standard: Application of knowledge

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
AACSB Standard: Application of knowledge

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