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Chapter 07: Followership
1. Leadership is the sole basis for the success of an organization.
a. True
b. False
ANSWER: False
2. An alienated follower is an independent, critical thinker who is active in an organization.
a. True
b. False
ANSWER: False
3. To effectively manage up requires understanding what leaders want and need.
a. True
b. False
ANSWER: True
4. A passive follower exhibits critical, independent thinking and displays initiative and a sense of responsibility.
a. True
b. False
ANSWER: False
5. One of the tactics for followers to manage up is to be a resource for the leader.
a. True
b. False
ANSWER: True
6. Effective followers have to know what they stand for and be willing to express their own ideas to their leaders even
though this might mean risking their jobs.
a. True
b. False
ANSWER: True
7. It is a leader's job to clearly communicate where a group or organization is going and why.
a. True
b. False
ANSWER: True
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Chapter 07: Followership
8. Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their
performance.
a. True
b. False
ANSWER: False
9. Leaders should wait for an annual review to let employees know how they're doing or how they can improve.
a. True
b. False
ANSWER: False
10. Effective leaders see feedback as something to dread or fear and not as a route to improvement and development.
a. True
b. False
ANSWER: False
11. Managing up involves:
a. giving advice on handling specific organizational situations and dealing with organizational politics.
b. directing and controlling behavior and judging individual performance.
c. telling a person exactly what needs to be done.
d. consciously developing a mutually respectful relationship with one's direct superiors.
ANSWER: d
12. Leaders value those people who:
a. show initiative.
b. think uncritically.
c. do not take responsibility when something needs to be done.
d. focus exclusively on the shortcomings of an organization.
ANSWER: a
13. Leaders want followers to stay up to date, which includes:
a. understanding their customers.
b. collaborating.
c. driving growth.
d. uncritical thinking.
ANSWER: a
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Chapter 07: Followership
14. Dependent, uncritical thinkers:
a. are aware of the significance of their actions.
b. accept a leader’s ideas without assessing them.
c. contribute to the cultivation of an organization.
d. weigh the impact of decisions on the company vision.
ANSWER: b
15. A(n) _____ is often an effective follower who has experienced setbacks and obstacles, perhaps promises broken by
superiors.
a. alienated follower
b. conformist
c. pragmatic survivor
d. active follower
ANSWER: a
16. An alienated follower:
a. is active in an organization.
b. is passive, yet an independent thinker.
c. does not try to avoid risk or conflict.
d. does not utilize critical thinking skills.
ANSWER: b
17. In the context of followership styles, _____ leave the thinking to their leaders.
a. pragmatic survivors
b. alienated followers
c. passive followers
d. conformists
ANSWER: c
18. Active follower behavior refers to:
a. being reactive.
b. requiring constant supervision.
c. initiating problem solving.
d. taking neither initiative nor personal responsibility.
ANSWER: c
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19. In the context of styles of followership, a dependent, uncritical thinker:
a. does not consider possibilities beyond what he or she is told.
b. is aware of the significance of his or her own actions.
c. contributes to the cultivation of an organization.
d. does not accept a leader's ideas without assessing them.
ANSWER: a
20. _____ are often the result of leaders who are overcontrolling of others and who punish mistakes.
a. Pragmatic survivors
b. Alienated followers
c. Passive followers
d. Conformists
ANSWER: c
21. A passive follower:
a. displays critical, independent thinking.
b. possesses the courage to initiate change.
c. does not exhibit active participation.
d. typically carries out any and all orders.
ANSWER: c
22. Effective followers:
a. are passive and uncritical by nature.
b. presume that a leader will provide them with security, permission to act, or personal growth.
c. initiate opportunities through which they can achieve personal fulfillment.
d. try to avoid risk or conflict.
ANSWER: c
23. Which of the following styles of followership do government appointees often demonstrate because they have their
own agendas and a short period of time in which to implement them?
a. Pragmatic survivor
b. Conformist
c. Passive follower
d. Alienated follower
ANSWER: a
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24. Followers can influence their leaders by being:
a. a resource for the leader.
b. critical of an organization.
c. submissive and passive.
d. dependent, uncritical thinkers.
ANSWER: a
25. A follower can be a resource for the leader by:
a. informing the leader about their own ideas.
b. staying aloof from the vision of their organization.
c. refusing to acknowledging the leader for his or her contributions.
d. maintaining a distance from the leader.
ANSWER: a
26. Tyson and James have an effective follower–leader relationship that is based on _____.
a. mutual respect
b. authority
c. submission
d. conformity
ANSWER: a
27. Jessie became a better leader when her followers:
a. took all the credit for the accomplishments of the team.
b. were submissive and passive.
c. complimented her for behavior that they appreciated.
d. idealized her leadership skills.
ANSWER: c
28. Viewing the leader realistically includes:
a. asking questions about the leader’s experiences.
b. using mindful initiatives.
c. giving up idealized expectations.
d. plying the leader for company stories.
ANSWER: c
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29. If a leader's actions and decisions contradict the best interests of an organization, effective followers:
a. take a stand.
b. follow the leader.
c. sacrifice their personal integrity.
d. follow passively.
ANSWER: a
30. A follower can provide strength to the leader by:
a. sacrificing their personal integrity to maintain harmony.
b. accepting the leader's ideas without assessing or evaluating them.
c. contributing to areas that complement the leader's position.
d. submissively following orders.
ANSWER: c
31. Followers want their leaders to be _____.
a. manipulative
b. authoritative
c. passive
d. competent
ANSWER: d
32. Leaders can become better leaders when:
a. they take all of the credit for accomplishments.
b. followers are submissive and passive.
c. sharing credit for accomplishments.
d. followers do everything for them.
ANSWER: c
33. Leadership coaching involves:
a. judging followers' performance.
b. directing and controlling behavior.
c. telling followers what to do.
d. empowering followers to explore.
ANSWER: d
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34. Which of the following is a traditional management role?
a. Helping followers understand and learn
b. Removing obstacles to growth
c. Telling followers what to do
d. Empowering followers to explore
ANSWER: c
35. Which of the following is a way that leaders can provide feedback that benefits followers?
a. Making feedback timely
b. Using elements of organizational objectives
c. Focusing on the person, not performance
d. Making feedback general
ANSWER: a
36. Effective feedback describes:
a. past results and performance.
b. the nature of the leader–follower relationship.
c. the precise behavior and its consequences.
d. the skills required for a specific task.
ANSWER: c
37. Which of the following characteristics describes effective feedback?
a. General in nature
b. Looks toward the future
c. Describes the mistakes of the past
d. Focuses on fault-finding
ANSWER: b
38. If organizational or personal changes create a situation in which a follower wants to withdraw from a particular
leader–follower relationship, the follower must have:
a. the courage to leave.
b. the will to participate in transformation.
c. the ability to follow orders.
d. the ability to support the leader even if they disagree.
ANSWER: a
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39. Clarity of direction involves:
a. telling followers what to do, directing and controlling their behavior, and judging their performance.
b. distinctly communicating where the group or organization is going and why.
c. directing or facilitating a follower with the aim of improving specific skills.
d. evaluating and communicating a followers performance.
ANSWER: b
40. The benefits followers receive from leadership coaching include:
a. gaining a new perspective.
b. doing only what is told.
c. avoiding conflict.
d. utilizing uncritical thinking skills.
ANSWER: a
41. _____ refers to failing to consider possibilities beyond what one is told and accepting a leader's ideas without thinking.
ANSWER: Uncritical thinking
42. In the context of the four followership styles, a(n) _____ participates willingly but without considering the consequences of what
he or she is being asked to do—even at the risk of contributing to a harmful endeavor.
ANSWER: conformist
43. A(n) _____ individual participates fully in an organization, engages in behavior that is beyond the limits of the job, demonstrates a
sense of ownership, and initiates problem solving and decision making.
ANSWER: active
44. In the context of styles of followership, a(n) _____ is both a critical, independent thinker and active in an
organization.
ANSWER: effective follower
45. _____ are the biggest barrier to effective leader–follower relationships.
ANSWER: Unrealistic follower expectations
46. Being a resource for the leader, building a relationship, helping the leader to be a good leader, and viewing the leader
realistically are _____.
ANSWER: strategies for managing up/ways to influence the leader
47. A subordinate with useful _____, a personal source of upward influence, is of real benefit to a leader, and his or her departure would
be a loss.
ANSWER: knowledge
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48. _____ refers to the direct appeal to leaders for desired outcomes.
ANSWER: Persuasion
49. _____ involves using evaluation and communication to help individuals and the organization learn and improve.
ANSWER: Feedback
50. _____ should not be used simply to criticize a person or to point out faults. The focus should always be on how the
follower can improve.
ANSWER: Feedback
51. Compare critical thinking and uncritical thinking according to Kelley’s theory of followership.
ANSWER: One theory of followership was proposed by Robert E. Kelley, who conducted extensive interviews with
leaders and followers and came up with five styles of followership. These followership styles are
categorized according to two dimensions. The first dimension is the quality of independent, critical thinking
versus dependent, uncritical thinking. Critical thinking means approaching subjects, situations, and
problems with thoughtful questions and in an unbiased way, gathering and assessing ideas and information
objectively, and mentally penetrating into underlying implications of various alternatives. Conversely, a
dependent, uncritical thinker does not consider possibilities beyond what he or she is told, does not
contribute to the cultivation of the organization, and accepts the leader’s ideas without assessing or
evaluating them.
52. Briefly describe the characteristics of an alienated follower.
ANSWER: An alienated follower is an independent, critical thinker but is passive in the organization. Alienated
followers are often effective followers who have experienced setbacks and obstacles, perhaps promises
broken by superiors. Thus, they are capable, but they focus exclusively on the shortcomings of the
organization and other people. Often cynical, alienated followers are able to think independently, but they
do not participate in developing solutions to the problems or deficiencies they see.
53. Why is it important for a follower to view the leader realistically?
ANSWER: Unrealistic follower expectations present one of the biggest barriers to effective leader–follower relationships. Whereas it
is reasonable to expect your superiors to be competent, it is naïve and unrealistic to expect them to be perfect. When we
accept that leaders are fallible and will make many mistakes, we open the path to an equitable relationship. Followers
should view leaders as they really are, not as followers think they should be.
54. Briefly discuss the demands on effective followers.
ANSWER: To be effective, followers have to know what they stand for and be willing to express their own ideas and opinions to
their leaders, even though this might mean risking their jobs, being demeaned, or feeling inadequate. Effective followers have
the courage to accept responsibility, challenge authority, participate in change, serve the needs of the organization, and leave the
organization when necessary.
55. What benefits does a follower get from leadership coaching?
ANSWER: Refer to Exhibit 7.6. Benefits that followers get from leadership coaching include gaining a new perspective, getting advice
on handling specific organizational situations, dealing with organizational politics, and receiving encouragement and support.
The biggest benefit that followers report, however, is getting clear, direct feedback on performance.
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Chapter 07: Followership
56. Describe the follower's qualities and behaviors that contribute to productive and rewarding leader–follower
relationships.
ANSWER: The following qualities and behaviors have been shown to contribute to productive and rewarding leader–
follower relationships:
1. A Make-It-Happen Attitude. Leaders don't want excuses. They want results. A leader's job
becomes smoother when he or she has followers who are positive and self-motivated, who can get
things done, who accept responsibility, and who excel at required tasks. Leaders value those people
who propose ideas, show initiative, and take responsibility when they see something that needs to
be done or a problem that needs to be solved.
2. A Willingness to Collaborate. Leaders are responsible for much more in the organization than any
individual follower's concerns, feelings, and performance. Each follower is a part of the leader's
larger system and should realize that his or her actions affect the whole.
3. The Motivation to Stay Up-to-Date. Bosses want followers to know what is happening in the
organization's industry or field of endeavor. In addition, they want people to understand their
customers, their competition, and how changes in technology or world events might affect the
organization.
4. The Passion to Drive Your Own Growth. Leaders want followers who seek to enhance their own
growth and development rather than depending solely on the leader to do it. Anything that exposes
an individual to new people and ideas can enhance personal and professional development.
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57. Describe the types of courage that an effective follower should have.
ANSWER: Effective followers should have the courage to assume responsibility. The effective follower feels a sense
of personal responsibility and ownership in the organization and its mission. Thus, the follower assumes
responsibility for his or her own behavior and its impact on the organization. Effective followers do not
presume that a leader or an organization will provide them with security, permission to act, or personal
growth. Instead, they initiate the opportunities through which they can achieve personal fulfillment,
exercise their potential, and provide the organization with the fullest extent of their capabilities.
Effective followers should have the courage to challenge authority. Effective followers do not sacrifice
their personal integrity or the good of the organization in order to maintain harmony. If a leader's actions
and decisions contradict the best interests of the organization, effective followers take a stand.
Effective followers also have the courage to participate in change. Effective followers view the struggle
of corporate change and transformation as a mutual experience shared by all members of the
organization. When an organization undergoes a difficult transformation, effective followers support the
leader and the organization. They are not afraid to confront the changes and to work toward reshaping the
organization.
Effective followers also have the courage to serve the needs of the organization. An effective follower
can provide strength to the leader by supporting the leader and by contributing to the organization in areas
that complement the leader's position.
Finally, effective followers have the courage to leave the organization when necessary. Sometimes
organizational or personal changes create a situation in which a follower must withdraw from a particular
leader–follower relationship. For example, a follower may need new challenges, be faced with a leader or
an organization unwilling to make unnecessary changes, or have such strong differences of opinion that he
or she can no longer support the leader's decisions.
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Chapter 07: Followership
58. How can leaders optimize the use of feedback and minimize the conflict and fear that often accompanies it?
ANSWER: The following are some ways leaders can provide feedback that benefits followers and takes less of an
emotional toll on both leader and follower:
1. Make it timely. Leaders should give feedback as soon as possible after they observe a behavior or
action they want to correct or reinforce. If leaders wait to offer feedback, it should be only long
enough to gather necessary information or to marshal their thoughts and ideas.
2. Focus on the performance, not the person. Feedback should not be used simply to criticize a
person or to point out faults. A person who feels like he or she is being attacked personally will not
learn anything from the feedback. The focus should always be on how the follower can improve.
Leaders have to point out work that is poorly done, but it is equally important to reinforce work that
is done well. This helps people learn from what they do right and softens the impact of negative
feedback.
3. Make it specific. Effective feedback describes the precise behavior and its consequences and
explains why the leader either approves of the behavior or thinks there is a need for improvement.
The leader might provide illustrations and examples to clarify what behavior is considered effective,
and he or she always checks for understanding rather than assuming the follower knows what
actions the leader wants.
4. Focus on the desired future, not the past. Good leaders don't drag up the failures and mistakes
of the past. In addition, if it is clear that a follower's mistake was a one-time occurrence and not
likely to be repeated, the leader will let it go rather than offering negative feedback. Effective
feedback looks toward the future, minimizes fault-finding, and describes the desired behaviors and
outcomes.
59. A challenge followers face when managing up is:
a. lack of trust between the follower and the leader.
b. finding information that is valuable to the leader.
c. the follower's lack of control over the leader.
d. the follower's lack of resources.
ANSWER: c
60. Leaders want followers who can collaborate because:
a. followers should be active.
b. followers should take responsibility for their required tasks.
c. some followers do not do their own work.
d. leaders are responsible for more than a single follower.
ANSWER: d
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61. How do effective followers build authentic relationships with their leaders?
a. Show submission to the leader.
b. Collaborate with other followers.
c. Actively seek feedback.
d. Expect the leader to be knowledgeable about everything.
ANSWER: c
62. Which of the following sources of power for managing up is based on the follower's personal power?
a. Visible position
b. Expertise
c. Network of relationships
d. Flow of information
ANSWER: b
63. Which of the following two characteristics do followers desire in both their leader and fellow followers?
a. Honest and competent
b. Inspiring and cooperative
c. Competent and forward-thinking
d. Dependable and honest
ANSWER: a
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