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Download Meeting the Ethical Challenges of Leadership Casting Light or Shadow 6th Edition Johnson Test Bank all chapters
Download Meeting the Ethical Challenges of Leadership Casting Light or Shadow 6th Edition Johnson Test Bank all chapters
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Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
Multiple Choice
1. ______ is a proactive managerial influence tactic that offers factual evidence, explanations,
and logical arguments to illustrate that a proposal or request will attain task and organization
objectives.
A. Appraising
B. Rational persuasion
C. Inspirational appeals
D. Consultation
Ans: B
Cognitive Domain: Application
Answer Location: Compliance Gaining
Difficulty Level: Hard
3. According to Hunter and Boster, ______ highlights the way in which leaders must balance the
cost of using a tactic against the goal they seek.
A. emotional–ethical threshold
B. rational persuasion
C. consultation
D. radical–ethical threshold
Ans: A
[Cognitive Domain: Comprehension]
Answer Location: Compliance Gaining
Difficulty Level: [Hard]
4. According to Kassing’s five strategies, ______ describes consistent attempts to draw attention
to a problem over an extended period of time.
A. threatening resignation
B. repetition
1
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
C. direct-factual appeals
D. solution presentations
Ans: B
Cognitive Domain: Comprehension
Answer Location: Upward Dissent
Difficulty Level: Medium
5. According to Kassing’s five strategies, ______ is vowing to quit in order to get the
management to respond.
A. threatening resignation
B. repetition
C. direct-factual appeals
D. solution presentations
Ans: A
Cognitive Domain: Knowledge
Answer Location: Upward Dissent
Difficulty Level: Medium
7. ______ describes the social and emotional atmosphere leaders create for followers.
A. Feedback
B. Climate
C. Input
D. Output
Ans: B
Cognitive Domain: Knowledge
Answer Location: Communication of Expectations
Difficulty Level: Easy
9. All of the following are strategies for improving organization-wide performance through self-
efficacy EXCEPT:
A. verbal persuasion
B. modeling skills as well as positive thinking and how to deal with failure
C. delivering constructive suggestions
D. improving emotional intelligence
Ans: D
Cognitive Domain: Comprehension
Answer Location: Communication of Expectations
Difficulty Level: Medium
10. 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
Ans: A
Cognitive Domain: Application
Answer Location: Communication of Expectations
Difficulty Level: Easy
11. Leaders generally rely on ______ when they want to influence others who take a different
side on controversial issues like immigration reform or tax increases.
A. persuasion
B. arguments
C. communication
D. direct tactics
Ans: B
Cognitive Domain: Application
Answer Location: Argumentation
Difficulty Level: Medium
12. ______ is hostile communication that attacks the self-concepts of others instead of (or in
addition to) their stands on the issues.
A. Verbal aggressiveness
B. Communication sabotage
C. Self-confidence tactics
D. Arguments
Ans: A
Cognitive Domain: Comprehension
Answer Location: Argumentation
Difficulty Level: Medium
3
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
13. All of the following are suggestions from Infante to respond to those who verbally attack you
EXCEPT:
A. do not reciprocate the attack
B. hold firm in your position
C. threaten to leave if the attacks don’t cease
D. refute the verbally aggressive claim underlying a personal attack
Ans: B
Cognitive Domain: Comprehension
Answer Location: Argumentation
Difficulty Level: Hard
14. According to Toulmin’s model for developing arguments, ______ makes the link from the
grounds to the claim.
A. vaping
B. warrant
C. backing
D. qualifiers
Ans: B
Cognitive Domain: Application
Answer Location: Box 7.1 The Toulmin Model
Difficulty Level: Medium
15. According to Toulmin’s model for developing arguments, ______ is additional evidence that
supports the warrant.
A. vaping
B. grounds
C. backing
D. qualifiers
Ans: C
Cognitive Domain: Comprehension
Answer Location: Box 7.1 The Toulmin Model
Difficulty Level: Easy
16. ______, the obligation to repay others, is a universal norm of human society that encourages
cooperation.
A. Obedience
B. Compliance
C. Reciprocation
D. Influence
Ans: C
Cognitive Domain: Comprehension
Answer Location: Reciprocation (Give and Take)
Difficulty Level: Medium
17. Using small commitments to leverage bigger ones is called the ______ strategy.
A. “one for the road”
4
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
18. The ______ principle is based on the notion that when opportunities are less available, they
appear more valuable.
A. liking
B. social proof
C. scarcity
D. reciprocity
Ans: C
Cognitive Domain: Knowledge
Answer Location: Scarcity
Difficulty Level: Easy
20. ______ are the verbal tactics that leaders and others use to get their way.
A. Compliance-gaining strategies
B. Solution presentations
C. Feedback loops
D. Legitimizing tactics
Ans: A
Cognitive Domain: Knowledge
Answer Location: Compliance Gaining
Difficulty Level: Medium
21. ______ claim the right or authority to make a request; aligning the request with the
organization’s rules, policies, and traditions.
A. Compliance-gaining strategies
B. Solution presentations
C. Feedback loops
D. Legitimating tactics
Ans: D
5
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
22. ______ must exert upward influence to shape the actions, attitudes, and behaviors of their
leaders if they are to function as effective, ethical followers.
A. Subordinates
B. Leaders
C. Consumers
D. Partners
Ans: A
Cognitive Domain: Knowledge
Answer Location: Upward Dissent
Difficulty Level: Medium
24. According to Kassing’s five strategies, ______ offer ideas for resolving the issue.
A. compliance-gaining strategies
B. solution presentations
C. feedback loops
D. legitimating tactics
Ans: B
Cognitive Domain: Comprehension
Answer Location: Upward Dissent
Difficulty Level: Medium
25. Leaders give more frequent positive ______ when they have high expectations of followers.
A. expectations
B. feedback
C. reinforcement
D. outcomes
Ans: B
Cognitive Domain: Comprehension
Answer Location: Communication of Expectations
Difficulty Level: Easy
6
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
27. Ethical argument is based on the recognition of the difference between ______ and verbal
aggression.
A. expression
B. negotiation
C. conflict
D. argumentation
Ans: D
Cognitive Domain: Comprehension
Answer Location: Argumentation
Difficulty Level: Medium
28. ______ is a phrase that means assuming without evidence that one event will inevitably lead
to a bad result.
A. Squeaky wheel
B. Cat’s meow
C. Slippery slope
D. Against a wall
Ans: C
Cognitive Domain: Application
Answer Location: Argumentation
Difficulty Level: Medium
30. According to Toulmin’s model for developing arguments, a ______ is a conclusion based on
facts.
A. claim
B. backing
C. jargon
D. bargaining strategy
Ans: A
Cognitive Domain: Comprehension
Answer Location: Box 7.1 The Toulmin Model
Difficulty Level: Easy
31. According to Toulmin’s model for developing arguments, ______ is the proof that supports
it.
7
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
A. a claim
B. grounds
C. jargon
D. bargaining
Ans: C
Cognitive Domain: Comprehension
Answer Location: Box 7.1 The Toulmin Model
Difficulty Level: Easy
33. ______ is when onlookers fail to intervene to help shooting victims or those suffering from
strokes or other health emergencies.
A. Hawthorne effect
B. Golem effect
C. Bystander effect
D. Pygmalion effect
Ans: C
Cognitive Domain: Application
Answer Location: Social Proof
Difficulty Level: Medium
36. The ______ is the tendency to live up to the expectations others place on us.
A. Hawthorne effect
B. Golem effect
C. bystander effect
D. Pygmalion effect
Ans: D
Cognitive Domain: Knowledge
Answer Location: Communication of Expectations
Difficulty Level: Medium
39. ______ describes consistent attempts to draw attention to a problem over an extended period
of time.
A. Repetition
B. Direct-factual appeals
C. Solution presentations
D. Threatening resignation
Ans: A
Cognitive Domain: Comprehension
Answer Location: Upward Dissent
Difficulty Level: Medium
9
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
40. ______ are based on physical evidence, organizational policies and procedures, and personal
experience.
A. Repetition
B. Direct-factual appeals
C. Solution presentations
D. Threatening resignation
Ans: B
Cognitive Domain: Comprehension
Answer Location: Upward Dissent
Difficulty Level: Medium
True/False
41. With the proactive managerial influence tactic of apprising, there is an appeal to feelings of
loyalty and friendship.
Ans: F
Cognitive Domain: Knowledge
Answer Location: Compliance Gaining
Difficulty Level: Medium
42. Supervisors and instructors signal positive expectations by giving adequate time to
employees and students, holding appointments in pleasant surroundings, sitting or standing close
to workers or class members, nodding and smiling, making frequent eye contact, and using a
warm tone of voice.
Ans: T
Cognitive Domain: Application
Answer Location: Communication of Expectations
Difficulty Level: Hard
43. According to Kassing’s five strategies, threatening resignation means taking dissent to
someone above the immediate supervisor.
Ans: F
Cognitive Domain: Application
Answer Location: Upward Dissent
Difficulty Level: Easy
44. According to Kassing’s research, of all the five strategies, threatening resignation does the
most relational damage.
Ans: T
Cognitive Domain: Knowledge
Answer Location: Upward Dissent
Difficulty Level: Easy
45. Those tagged as low performers are given more opportunities to speak, to offer their
opinions, and to disagree.
10
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
Ans: F
Cognitive Domain: Application
Answer Location: Communication of Expectations
Difficulty Level: Easy
46. Meeting and exceeding standards encourages leaders to raise their expectations of us.
Ans: T
Cognitive Domain: Comprehension
Answer Location: Communication of Expectations
Difficulty Level: Easy
48. There are no nonverbal indicators that would classify as an aggressive tactic.
Ans: F
Cognitive Domain: Application
Answer Location: Argumentation
Difficulty Level: Easy
49. Verbal aggressiveness has been linked to spousal abuse and family violence and has been
found to reduce student learning and instructor credibility.
Ans: T
[Cognitive Domain: Application]
Answer Location: Argumentation
Difficulty Level: Medium
52. A straw argument is failing to offer evidence that supports the position.
Ans: F
Cognitive Domain: Knowledge
11
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
53. “The United States imprisons too many of its citizens,” is a form of grounds, according to
Toulmin’s model.
Ans: F
Cognitive Domain: Application
Answer Location: Box 7.1 The Toulmin Model
Difficulty Level: Hard
55. According to the four steps of principled negotiation, combining the people from the problem
is the first step.
Ans: F
Cognitive Domain: Comprehension
Answer Location: Negotiation
Difficulty Level: Medium
56. The principle of reciprocity is based on the idea that most of us recognize that we are more
likely to comply with the requests of people we like.
Ans: F
Cognitive Domain: Comprehension
Answer Location: Liking
Difficulty Level: Medium
57. Often we comply with the appearance of authority, not real authority.
Ans: T
Cognitive Domain: Comprehension
Answer Location: Authority
Difficulty Level: Easy
Short Answer/Essay
58. Briefly discuss the common proactive managerial influence tactics according to Yukl.
Ans: Varies
Cognitive Domain: Comprehension
Difficulty Level: Medium
59. Discuss Kassing’s five strategies that workers use to express dissent to the organizational
leaders. How can leaders be aware of these strategies?
12
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
Ans: Direct-factual appeals are based on physical evidence, organizational policies and
procedures, and personal experience. Solution presentations offer ideas for resolving the issue.
Solutions can be offered alone or in addition to presenting the facts. Repetition describes
consistent attempts to draw attention to a problem over an extended period of time.
Circumvention means taking dissent to someone above the immediate supervisor (the boss’s boss
or a top executive). Threatening resignation is vowing to quit in order to get the management to
respond.
Cognitive Domain: Comprehension
Answer Location: Upward Dissent
Difficulty Level: Medium
60. What did you learn about the Pygmalion effect that could be helpful to know in light of the
expectations of leaders on their followers?
Ans: Varies
Cognitive Domain: Analysis
Difficulty Level: Medium
62. Discuss the significance of communicating high expectations in regard to the leader/follower
relationship.
Ans: Varies
Cognitive Domain: Analysis
Difficulty Level: Medium
63. Discuss Infante’s five skills that make up argumentative competence. How could you apply
this skills in the workplace?
Ans: Varies
Cognitive Domain: Application
Difficulty Level: Hard
64. Discuss the elements from Toulmin’s model that can help you in developing an argument.
Ans: Varies
Cognitive Domain: Analysis
Difficulty Level: Medium
13
Instructor Resource
Johnson, Meeting the Ethical Challenges of Leadership, 6e
SAGE Publishing, 2018
66. Discuss a minimum of four questions posed by Lax and Sebenius and argue for or against
using these tactics.
Ans: Varies
Cognitive Domain: Comprehension
Difficulty Level: Medium
67. What are some of the ethical issues/concerns in negotiation when used in the workplace?
Ans: Varies
Cognitive Domain: Analysis
Difficulty Level: Medium
68. Discuss Fisher, Ury, and Patton’s four steps of principled negotiation.
Ans: Varies
Cognitive Domain: Comprehension
Difficulty Level: Medium
14
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priests be permitted to chant their liturgies over his corpse. On the
following morning, though very weak, he insisted on perusing one of
the essays which had been successful at the provincial examination.
In the evening he was taken out into his garden and was returning
thence with his son when the last seizure occurred. They carried him
into the great Hall of audience, where he sat upright, as if presiding
at a meeting of Council, and thus passed away, well stricken in age,
though only sixty-two by the calendar. “Every man in Nanking,” says
the writer of this narrative, “felt as if he had lost a parent; it was
rumoured that a shooting star had fallen in the city at the very
moment of his death. The news was received by the Throne with
profound grief. All Court functions were suspended for three days.”
The Empress Dowager issued a Decree praising her faithful
servant in unmeasured terms of gratitude and esteem, describing
him as the “very backbone of the Throne,” reciting his glorious
achievements and ordering the erection of Temples in his honour in
all the provinces that had been the scene of his campaign against
the Taipings, in order “to prove our sincere affection for this good and
loyal man.”
VI
TZŬ HSI AND THE EUNUCHS
Thus, Tzŭ Hsi, in her best manner, “for the gallery.” But, “in the
deep seclusion of our Palace,” life went on as before, the merry
round of an Oriental Trianon, while the Chief Eunuch’s influence over
the young Empress became greater every day. It was common
knowledge, and the gossip of the tea-houses, that his lightest whim
was law in the Forbidden City; that Yehonala and he, dressed in
fancy costumes from historical plays, would make frequent
excursions on the Palace lake; that he frequently wore the Dragon
robes sacred to the use of the sovereign, and that the Empress had
publicly presented him with the jade “ju-yi,” symbol of royal power.
Under these circumstances it was only natural, if not inevitable, that
unfounded rumours should be rife in exaggeration of the real facts,
and so we find it reported that An Te-hai was no eunuch, and again,
that Yehonala had been delivered of a son[20] of which he was the
father; many fantastic and moving tales were current of the licentious
festivities of the Court, of students masquerading as eunuchs and
then being put out of the way in the subterranean galleries of the
Palace. Rumours and tales of orgies; inventions no doubt, for the
most part, yet inevitable in the face of the notorious and undeniable
corruption that had characterised the Court and the seraglio under
the dissolute Hsien-Feng, and justified, if not confirmed, as time went
on, by an irresistible consensus of opinion in the capital, and by fully
substantiated events in the Empress Dowager’s career.
H.M. Tzŭ Hsi, with the Consort (Lung Yü) and Principal Concubine (Jen Fei)
of H.M. Kuang-Hsü, accompanied by Court Ladies and Eunuchs.
“To my worthy friend, Mr. Wang, the Seventh (of his family):—
“Since I last had the pleasure of seeing you, you have been
constantly in my thoughts. I wish you, with all respect, long life
and prosperity: thus will your days fulfil my best hopes of you.
And now I beg politely to tell you that I, your younger brother,
[25] am quite ashamed of the emptiness of my purse and I
therefore beg that you, good Sir, will be so good as to lend me
notes to the amount of fifteen hundred taels, which sum kindly
hand to the bearer of this letter. I look forward to a day for our
further conversation,
“Your younger brother,
“Li Lien-ying.”