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CHAPTER 1 QUIZZES AND ANSWERS: MASTERY GUIDE TO POSITIVE DEVIANCE, VIRTUOUSNESS
& AFFIRMATIVE BIAS
Course Revision Guide
PSY 302- The Psychology of Positive Leadership
Multiple-Choice Questions
1. What is the primary basis for the leadership strategies presented in this book?
A. Inspirational stories from celebrated leaders
B. Prescriptions from convenience samples of opinions
C. Strategies validated by empirical research
D. Recitations of historical inspirational examples
Answer: Strategies validated by empirical research
Explanation: The book differentiates itself by relying wholly on strategies validated by social
science research rather than anecdotes or opinions.
2. Positive leadership facilitates outcomes that dramatically exceed common expectations, which is best
defined as:
A. Affirmative bias
B. Normal performance
C. Positive deviance
D. Virtuous leadership
Answer: Positive deviance
Explanation: Positively deviant performance refers to outcomes that intentionally and honorably
exceed normative standards.
3. Which field is NOT cited as a foundation for the positive principles applied in positive leadership?
A. Positive organizational scholarship
B. Positive psychology
C. Positive change
D. Positive reinforcement theory
Answer: Positive reinforcement theory
Explanation: The chapter cites positive organizational scholarship, positive psychology, and
positive change, but not reinforcement theory.
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4. An affirmative bias in positive leadership primarily emphasizes:
A. Identifying and correcting weaknesses
B. Focusing on obstacles and impediments
C. Strengths, capabilities, and human potential
D. Analyzing negative events for learning
Answer: Strengths, capabilities, and human potential
Explanation: An affirmative bias focuses on affirming strengths and potential to enable thriving.
5. According to the continuum of deviance, what does the center point represent?
A. Negatively deviant performance
B. Positively deviant performance
C. Normal or expected performance
D. A complete absence of performance
Answer: Normal or expected performance
Explanation: The continuum's center depicts a state of normal, expected, or effective performance.
6. What assumption underlies the focus on virtuousness in positive leadership?
A. A eudaemonistic assumption toward intrinsic goodness
B. A pragmatic assumption focusing solely on profitability
C. An assumption that virtue is culturally relative and unimportant
D. An assumption that negativity is stronger than good
Answer: A eudaemonistic assumption toward intrinsic goodness
Explanation: Positive leadership is based on a eudaemonistic assumption of an inclination toward
goodness for its own sake.
7. What was a key outcome of the positive leadership at the Rocky Flats cleanup?
A. Completion 70 years behind the original schedule
B. A cost overrun of more than $30 billion
C. Performance 13 times cleaner than federal standards required
D. An increase in employee grievances and labor strife
Answer: Performance 13 times cleaner than federal standards required
Explanation: The cleanup was completed 13 times cleaner than required, among other positively
deviant results.
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8. Critics of positive leadership might claim it leads to:
A. Increased hard work and preparedness
B. Reckless optimism and delusional thinking
C. Greater cultural sensitivity and awareness
D. A reduction in ethical behavior
Answer: Reckless optimism and delusional thinking
Explanation: Critics cited by the chapter include claims that a positive focus leads to reckless
optimism and delusional thinking.
9. In the Griffin Hospital case, what was a notable result of the downsizing initiative led by Patrick Charmel?
A. An expected escalation of negativity and cynicism occurred.
B. A climate of forgiveness, optimism, and trust was institutionalized.
C. The hospital's financial performance continued to deteriorate.
D. Employee loyalty decreased due to perceptions of duplicity.
Answer: A climate of forgiveness, optimism, and trust was institutionalized.
Explanation: Despite downsizing, Charmel's focus on positive strategies fostered forgiveness,
optimism, and trust.
10. The "heliotropic effect" mentioned in the chapter refers to:
A. A tendency to avoid positive, life-giving forces
B. An inclination in living systems toward positive energy
C. The negative impact of traumatic events on humans
D. The effect of charismatic leadership on follower performance
Answer: An inclination in living systems toward positive energy
Explanation: The heliotropic effect describes an inclination in all living systems toward positive,
life-giving forces.
11. Which statement best describes the relationship between negative events and positive leadership?
A. Positive leaders completely ignore negative phenomena.
B. Negative events are irrelevant to achieving positive deviance.
C. Difficulties can stimulate positive outcomes like resilience.
D. Focusing on the positive eliminates the impact of negatives.
Answer: Difficulties can stimulate positive outcomes like resilience.
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Explanation: The chapter states many positive outcomes, like courage and resilience, are
stimulated by trials and difficulties.
12. What does the research summarized by Baumeister et al. (2001) conclude about human reactions?
A. "Good is stronger than bad" in influencing human behavior.
B. People react more strongly to negative phenomena than positive.
C. Positive and negative phenomena have equal strength.
D. Humans are naturally vigilant toward positive stimuli.
Answer: People react more strongly to negative phenomena than positive.
Explanation: Their review concluded that "bad is stronger than good," meaning humans react more
strongly to negatives.
13. Jim Mallozzi's use of positive leadership strategies at Prudential resulted in:
A. A decline in employee satisfaction scores
B. A transition from an $80 million loss to a $20 million profit
C. The failure to integrate two distinct company cultures
D. Increased voluntary turnover among employees
Answer: A transition from an $80 million loss to a $20 million profit
Explanation: After implementing positive strategies, his company went from an $80 million loss to a
$20 million profit.
14. According to the deviance continuum, what characterizes the right end (positive deviance) at the individual
level?
A. The absence of psychological illness
B. High levels of physical vitality or psychological flow
C. Basic physiological health and stability
D. A state of coping with threat-rigidity
Answer: High levels of physical vitality or psychological flow
Explanation: Positive deviance for individuals is illustrated by high-level states like Olympic fitness
or psychological flow.
15. Why do most organizations and leaders focus on the center of the deviance continuum?
A. They actively seek unpredictable and deviant performance.
B. Investors are attracted to companies with positively deviant results.
C. Organizational designs aim for stability, predictability, and reliability.
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D. It is the easiest way to achieve extraordinary, virtuous performance.
Answer: Organizational designs aim for stability, predictability, and reliability.
Explanation: Organizations formalize rules and procedures to reduce variation and maintain
predictable, steady performance.
16. The physiological benefits of positivity, as shown in the figures, include which effect?
A. Increased cortisol levels after stressors
B. Slower blood pressure recovery from stress
C. Higher production of the anti-aging hormone DHEA
D. Elevated inflammation levels with high exposure
Answer: Higher production of the anti-aging hormone DHEA
Explanation: Figure 1.7 shows higher DHEA (an anti-aging hormone) levels are associated with high
positive emotions/practices.
17. What was a critical factor enabling the positive deviance at Rocky Flats, according to the U.S. Department
of Energy?
A. A massive budget increase during the project
B. An extension of the original 70-year timeline
C. The implementation of positive leadership
D. The reduction of federal safety and cleanliness standards
Answer: The implementation of positive leadership
Explanation: The Department of Energy attributed positive leadership as a key factor accounting for
the dramatic success.
18. In positive leadership, fostering virtuousness is oriented toward achieving what Aristotle called:
A. Goods of first intent, chosen for their own sake
B. Effective performance and reliable functioning
C. Profitability exceeding industry averages
D. Predictable trends and expected operations
Answer: Goods of first intent, chosen for their own sake
Explanation: Positive leadership fosters virtuousness, which Aristotle described as goods of first
intent, good in themselves.
19. Which result is demonstrated in Figure 1.10 regarding positive practices?
A. They slow the process of wound healing in individuals.
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B. They have no measurable effect on physical recovery.
C. They are associated with faster wound healing over time.
D. They only benefit psychological well-being, not physical.
Answer: They are associated with faster wound healing over time.
Explanation: The figure shows people exposed to positive practices experienced faster wound
healing compared to those not exposed.
20. What is a common critique that positive leadership is "ethnocentric"?
A. It is based solely on non-Western cultural practices.
B. It represents a Western bias and may not be universal.
C. It ignores the role of leadership in Western corporations.
D. It overly emphasizes cultural differences in implementation.
Answer: It represents a Western bias and may not be universal.
Explanation: Critics claim a focus on the positive is "ethnocentric and representing a Western
bias."
21. How does the chapter describe the implementation of positive leadership strategies?
A. They are soft, simple, syrupy actions requiring little effort.
B. They are pragmatic levers requiring effort and genuine competence.
C. They are primarily inspirational stories and motivational techniques.
D. They are easily automated and require minimal leader involvement.
Answer: They are pragmatic levers requiring effort and genuine competence.
Explanation: The strategies are described as pragmatic, validated levers that require effort, elevated
standards, and competence.
22. Based on the Griffin Hospital example, what specific language became common after the positive
leadership intervention?
A. Words focused on competition and market share
B. Terms like downsizing, layoffs, and financial loss
C. Words such as love, hope, compassion, and forgiveness
D. Language emphasizing strict rules and procedures
Answer: Words such as love, hope, compassion, and forgiveness
Explanation: Employees reported that language throughout the organization included words like
love, hope, compassion, and forgiveness.
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23. What does Figure 1.9 suggest about positive practices and children with ADHD?
A. Positive practices have no impact on their brain activity.
B. Exposure to positive practices is associated with lower brain activity.
C. Trained children showed higher brain activity compared to untrained.
D. Only untrained children show any measurable brain activity.
Answer: Trained children showed higher brain activity compared to untrained.
Explanation: The figure indicates children exposed to positive practices exhibited higher brain
activity than those not exposed.
24. The integration of Cigna and Prudential Retirement cultures was likened to merging:
A. Two small, identical companies from the same region
B. The Red Sox and the Yankees due to strong, distinct cultures
C. A nonprofit and a for-profit organization
D. A domestic and an international corporate entity
Answer: The Red Sox and the Yankees due to strong, distinct cultures
Explanation: Mallozzi described the challenge as akin to merging the Red Sox and Yankees, two
passionate, distinct cultures.
25. According to the chapter, what is NOT a typical focus of positive leadership?
A. Enabling thriving at work and interpersonal flourishing
B. Merely resolving problems and overcoming obstacles
C. Fostering virtuous behaviors and positive emotions
D. Creating energizing networks and affirmative orientations
Answer: Merely resolving problems and overcoming obstacles
Explanation: Positive leadership aims for flourishing and the best of the human condition, not
merely solving problems.
26. What does the continuum in Figure 1.1 indicate about the extreme ends compared to the center?
A. They are quantitatively similar but with more or less of the same attributes.
B. They are qualitatively distinct and do not just represent more or less of the center.
C. They are only relevant for organizational, not individual, performance.
D. They represent states that are easier for organizations to achieve than the center.
Answer: They are qualitatively distinct and do not just represent more or less of the center.
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Explanation: The extreme points are qualitatively different states, not just greater or lesser
quantities of the middle attributes.
27. Which outcome was observed in the Prudential Real Estate company under Jim Mallozzi's positive
leadership?
A. Employee satisfaction scores decreased in most categories.
B. The company achieved double its expected profit plan.
C. Voluntary turnover increased significantly.
D. The company culture became more rigid and antagonistic.
Answer: The company achieved double its expected profit plan.
Explanation: Mallozzi reported the company doubled its profits from what was expected in the
business plan.
28. The research on positivity indicates it affects individuals by:
A. Increasing heart rate and blood pressure during recovery from stress
B. Producing positive physiological benefits that affect performance
C. Having no consistent impact on measures like inflammation
D. Only providing benefits in benevolent, non-stressful circumstances
Answer: Producing positive physiological benefits that affect performance
Explanation: Multiple studies show positive practices produce positive physiological benefits
which positively affect performance.
29. What is the purported "heliotropic effect" evidence of, regarding positive strategies?
A. Their effects are harmful and depleting to living systems.
B. Their utility is limited to only benevolent circumstances.
C. They are universal across cultures in their effects.
D. They require constant negative conditions to function.
Answer: They are universal across cultures in their effects.
Explanation: The heliotropic effect exemplifies that the positive strategies are universal across
cultures in their impact.
30. In the context of positive deviance, "nonfailure" in circumstances where failure is expected represents:
A. Negatively deviant performance
B. A state of normal, effective performance
C. Positively deviant performance
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D. An irrelevant organizational outcome
Answer: Positively deviant performance
Explanation: The chapter states that when organizations should fail but do not, they demonstrate a
form of positive deviance.
Multiple-Response Questions (40 unique questions)
31. Which of the following are listed as components of positive leadership's emphasis? (Select all that apply.)
What elevates individuals and organizations
What goes right in organizations
What is life-giving
What is merely effective on a basic level
Answer: What elevates individuals and organizations; What goes right in organizations; What is
life-giving
Explanation: Positive leadership emphasizes what elevates, what goes right, and what is life-giving,
among other affirmative focuses.
32. According to the chapter, which outcomes does positive leadership promote? (Select all that apply.)
Thriving at work
Interpersonal flourishing
Virtuous behaviors
Cynicism and anger
Answer: Thriving at work; Interpersonal flourishing; Virtuous behaviors
Explanation: Positive leadership promotes outcomes like thriving, flourishing, virtuous behaviors,
positive emotions, and energizing networks.
33. What are the three specific orientations emphasized by positive leadership? (Select all that apply.)
Facilitating positively deviant performance
Maintaining strict adherence to industry norms
Emphasizing an affirmative bias
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Facilitating the best of the human condition/virtuousness
Answer: Facilitating positively deviant performance; Emphasizing an affirmative bias; Facilitating
the best of the human condition/virtuousness
Explanation: The three orientations are facilitating positive deviance, an affirmative bias, and
fostering virtuousness.
34. Which of the following are criticisms leveled against the emphasis on positive leadership? (Select all that
apply.)
It is saccharine and Pollyannaish.
It is universally applicable without cultural alteration.
It mitigates against hard work and invites unpreparedness.
It is overly focused on negative phenomena.
Answer: It is saccharine and Pollyannaish; It mitigates against hard work and invites
unpreparedness.
Explanation: Criticisms include being Pollyannaish and that it mitigates against hard work, not that
it is universally applicable or overly negative.
35. What were some of the positively deviant results of the Rocky Flats cleanup? (Select all that apply.)
Completed 70 years ahead of schedule
$30 billion under budget
Antagonists became advocates and partners
Safety performance fell below federal standards
Answer: $30 billion under budget; Antagonists became advocates and partners
Explanation: The cleanup was $30 billion under budget and antagonists changed to advocates, but
it was 70 years ahead of schedule, not 70 years *ahead of a 70-year schedule*; it was completed 60
years early from a 70-year estimate.
36. Which physiological measures improved with exposure to positive emotions/practices in the cited studies?
(Select all that apply.)
Blood pressure recovery after a stressor
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Cortisol levels after a stressor
Inflammation levels
DHEA (anti-aging hormone) levels
Answer: Blood pressure recovery after a stressor; Cortisol levels after a stressor; Inflammation
levels; DHEA (anti-aging hormone) levels
Explanation: Figures show better blood pressure recovery, lower cortisol, lower inflammation, and
higher DHEA with high positivity.
37. What elements are part of the "affirmative bias" in positive leadership? (Select all that apply.)
A focus on strengths and capabilities
An orientation toward enabling thriving
Ignoring all problems and weaknesses
Stressing positive communication and optimism
Answer: A focus on strengths and capabilities; An orientation toward enabling thriving; Stressing
positive communication and optimism
Explanation: An affirmative bias focuses on strengths, enabling thriving, and stresses positive
communication and optimism without ignoring weaknesses.
38. Which of the following statements are true about the relationship between negative events and positive
deviance? (Select all that apply.)
Positive deviance is dependent on completely positive conditions.
Many positive outcomes are stimulated by trials and difficulties.
Negative events are necessary to reveal attributes like courage and resilience.
Negativity has no place in human flourishing according to the evidence.
Answer: Many positive outcomes are stimulated by trials and difficulties; Negative events are
necessary to reveal attributes like courage and resilience.
Explanation: Difficulties stimulate positive outcomes, and virtues like courage are relevant in
negative contexts; positive deviance is not dependent on purely positive conditions.
39. Based on the Griffin Hospital case, which positive changes were implemented? (Select all that apply.)
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Double beds in maternity so fathers could sleep
Carpeted hallways and floors
Removal of communal rooms for families
Installation of Jacuzzis in the maternity ward
Answer: Double beds in maternity so fathers could sleep; Carpeted hallways and floors; Installation
of Jacuzzis in the maternity ward
Explanation: Changes included double beds, carpeting, communal rooms, volunteer pets, inspiring
art, and Jacuzzis in maternity.
40. What does the chapter state about the universality of positive leadership strategies? (Select all that apply.)
They are effective only in Western corporate cultures.
Cultural differences may alter the manner of implementation.
The strategies themselves are universal in their effects.
They exemplify a heliotropic effect in living systems.
Answer: Cultural differences may alter the manner of implementation; The strategies themselves
are universal in their effects; They exemplify a heliotropic effect in living systems.
Explanation: The strategies are universal in effect, though implementation may vary culturally, and
they exemplify a heliotropic effect.
41. Which attributes are associated with the right end (positive deviance) of the continuum for organizations?
(Select all that apply.)
Effective and efficient performance
Extraordinary and perfect performance
Benevolent and ethical performance
Ineffective and error-prone performance
Answer: Extraordinary and perfect performance; Benevolent and ethical performance
Explanation: Positive organizational deviance involves extraordinary, virtuous performance, not
just effective (center) or ineffective (left) performance.
42. According to the summary of psychological research, which statements are true? (Select all that apply.)
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"Good is stronger than bad" in human reactions.
Humans react more strongly to negative phenomena.
People learn early to be vigilant toward the negative.
Positive events have a greater impact than traumatic events.
Answer: Humans react more strongly to negative phenomena; People learn early to be vigilant
toward the negative.
Explanation: Research indicates "bad is stronger than good," so people react more to negatives
and learn vigilance toward them.
43. What were key factors in Jim Mallozzi's success at Prudential Retirement? (Select all that apply.)
Keeping 98 percent of clients
Dramatic increase in voluntary turnover
Record earnings and high employee satisfaction
A 20% per annum compound growth in earnings
Answer: Keeping 98 percent of clients; Record earnings and high employee satisfaction; A 20% per
annum compound growth in earnings
Explanation: Outcomes included keeping 98% of clients, record earnings, high satisfaction, low
turnover, and 20% compound earnings growth.
44. Which of the following are examples of positive deviance provided in the chapter? (Select all that apply.)
A company achieving expected, reliable profitability
The U.S. Olympic hockey team defeating the favored Russians in 1980
A hospital implementing standard safety protocols
Nuclear aircraft carriers achieving perfect performance in the Persian Gulf War
Answer: The U.S. Olympic hockey team defeating the favored Russians in 1980; Nuclear aircraft
carriers achieving perfect performance in the Persian Gulf War
Explanation: These are cited as examples where nonfailure or extraordinary success in the face of
low expectations represents positive deviance.
45. What does the chapter argue about positive leadership strategies and difficulty? (Select all that apply.)
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They are only useful in benevolent, easy circumstances.
They have practical utility in difficult circumstances.
They require effort, elevated standards, and competence.
They are simple to implement without significant leader effort.
Answer: They have practical utility in difficult circumstances; They require effort, elevated
standards, and competence.
Explanation: The strategies are useful in difficult times and require genuine effort and competence,
not being simple or soft.
46. Which of the following are listed as strategies that enable positive deviance in Figure 1.11? (Select all that
apply.)
Foster a positive climate
Create positive relationships
Emphasize positive communication
Focus on positive meaning
Answer: Foster a positive climate; Create positive relationships; Emphasize positive
communication; Focus on positive meaning
Explanation: The four key enabling strategies are positive climate, relationships, communication,
and meaning.
47. Based on the figures, what impacts did positive emotions/practices have on health outcomes? (Select all
that apply.)
Lower death rates in an elderly population over 80 months
Higher post-Lyme disease symptoms of fatigue and pain
Faster wound healing over a two-week period
Increased brain activity in children with ADHD
Answer: Lower death rates in an elderly population over 80 months; Faster wound healing over a
two-week period; Increased brain activity in children with ADHD
Explanation: Figures show lower death rates, faster healing, and higher brain activity; high
positivity was linked to lower post-Lyme symptoms.
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48. What are characteristics of "positively deviant performance"? (Select all that apply.)
Intentional behaviors departing from norms in honorable ways
Merely achieving ordinary success like profitability
Attaining spectacular levels of achievement
Adhering strictly to common industry standards
Answer: Intentional behaviors departing from norms in honorable ways; Attaining spectacular
levels of achievement
Explanation: Positive deviance involves honorable departure from norms to achieve spectacular
results, not just ordinary success.
49. How does the chapter describe the focus of most organizations and leaders? (Select all that apply.)
On fostering positively deviant performance
On maintaining stability and predictable performance
On encouraging variation and uncertainty
On staying at the center of the deviance continuum
Answer: On maintaining stability and predictable performance; On staying at the center of the
deviance continuum
Explanation: Most organizations design for stability and focus on the center (normal performance),
not on encouraging deviance.
50. What does positive leadership incorporate and supplement? (Select all that apply.)
Merely being nice or charismatic
Attributes like being trustworthy or a servant leader
A focus on strengths-based, positive energy strategies
An exclusive focus on resolving crises and problems
Answer: Attributes like being trustworthy or a servant leader; A focus on strengths-based, positive
energy strategies
Explanation: Positive leadership incorporates attributes like trustworthiness and supplements them
with strengths-based strategies.
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51. Which statements reflect the role of virtuousness in positive leadership? (Select all that apply.)
All societies possess catalogs of traits deemed virtuous.
It is oriented toward developing "goods of first intent."
Virtuousness is irrelevant to organizational performance.
There is unanimous agreement on universal human virtues.
Answer: All societies possess catalogs of traits deemed virtuous; It is oriented toward developing
"goods of first intent."
Explanation: The chapter states all cultures have virtue catalogs and leadership orients toward
Aristotelian goods of first intent, though debate on universality exists.
52. What was transformed during the Rocky Flats cleanup regarding stakeholder relations? (Select all that
apply.)
Citizen action groups remained adversarial protesters.
State regulators changed from adversaries to partners.
Labor relations deteriorated with increased grievances.
Community councils became advocates and lobbyists.
Answer: State regulators changed from adversaries to partners; Community councils became
advocates and lobbyists.
Explanation: Antagonists like citizen groups and regulators changed to advocates, partners, and
lobbyists; labor relations improved.
53. According to the chapter, what can stimulate positive deviance? (Select all that apply.)
Completely positive conditions only
Both conducive and challenging conditions
Constant negative conditions only
A role for both positive and negative circumstances
Answer: Both conducive and challenging conditions; A role for both positive and negative
circumstances
Explanation: Positive deviance can arise from both kinds of conditions, and both positive/negative
circumstances play a role.
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54. Which of the following are empirical results cited from the positive leadership cases? (Select all that apply.)
Griffin Hospital listed in Fortune's "Top 100" ten years straight.
Prudential Real Estate doubled its expected profit plan.
Rocky Flats cleanup was completed exactly on schedule and budget.
Griffin Hospital saw a revenue turnaround after leadership change.
Answer: Griffin Hospital listed in Fortune's "Top 100" ten years straight; Prudential Real Estate
doubled its expected profit plan; Griffin Hospital saw a revenue turnaround after leadership change.
Explanation: Griffin's Fortune listing, Prudential's doubled profits, and Griffin's revenue turnaround
are cited; Rocky Flats was early and under budget.
55. What does the chapter conclude about positive strategies and cultural differences?
Strategies are ineffective outside their culture of origin.
Implementation manner may be altered by culture.
The core strategies have universal effects across cultures.
They must be completely reinvented for each new culture.
Answer: Implementation manner may be altered by culture; The core strategies have universal
effects across cultures.
Explanation: The strategies themselves have universal effects, though the manner of implementing
them may vary culturally.
56. In the Griffin Hospital downsizing, what did employees report? (Select all that apply.)
Grudges and resentment were released.
An optimistic future was emphasized.
Personal and organizational damage was forgiven.
Loyalty and morale hit expected low levels.
Answer: Grudges and resentment were released; An optimistic future was emphasized; Personal
and organizational damage was forgiven.
Explanation: Employees reported forgiveness, released grudges, and an emphasis on an optimistic
future, contrary to expected negativity.
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57. Which of the following are components of "positive meaning" as a leadership strategy in Figure 1.11?
(Select all that apply.)
Connect to personal values
Highlight extended impact
Build community
Foster compassion
Answer: Connect to personal values; Highlight extended impact; Build community
Explanation: Positive meaning involves connecting to values, highlighting impact, and building
community; fostering compassion is part of positive climate.
58. What does the chapter state about organizations designed for stability?
They formalize rules and procedures to reduce variation.
They encourage unpredictable and deviant performance.
They aim to remain in the middle of the deviance continuum.
They are most likely to achieve positively deviant results.
Answer: They formalize rules and procedures to reduce variation; They aim to remain in the middle
of the deviance continuum.
Explanation: Organizations design formal structures to reduce uncertainty and maintain steady,
middle-of-the-continuum performance.
59. How does positive leadership view problems and weaknesses?
They are to be completely ignored and avoided.
They contain value and opportunity to be emphasized.
They are the sole focus for achieving high performance.
They are acknowledged but not the primary focus.
Answer: They contain value and opportunity to be emphasized; They are acknowledged but not the
primary focus.
Explanation: An affirmative bias stresses the value in problems, and negative events are
acknowledged, but the focus remains on the positive.
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60. What outcomes for individuals are linked to positivity in the provided figures? (Select all that apply.)
Better recovery of heart rate and blood pressure post-stressor
Higher cortisol levels following exposure to stress
Lower inflammation with higher levels of positivity
Increased mortality rates among the elderly
Answer: Better recovery of heart rate and blood pressure post-stressor; Lower inflammation with
higher levels of positivity
Explanation: Figures show better cardiovascular recovery and lower inflammation with high
positivity; cortisol was lower, and death rates were lower.
61. Which elements are part of fostering a "positive climate" per Figure 1.11? (Select all that apply.)
Foster compassion
Foster gratitude
Reinforce strengths
Use supportive communication
Answer: Foster compassion; Foster gratitude; Reinforce strengths
Explanation: Positive climate involves fostering compassion, forgiveness, gratitude, building
energy networks, and reinforcing strengths.
62. What claims does the book aim to counter regarding positive leadership? (Select all that apply.)
That positivity is harmful to organizations.
That there is little evidence for its benefits.
That it is universally practiced and understood.
That it represents pragmatic, validated levers for leaders.
Answer: That positivity is harmful to organizations; That there is little evidence for its benefits.
Explanation: The book aims to provide evidence against claims that positivity is harmful or lacks
evidentiary support.
63. According to the continuum, what represents negative deviance at the organizational level? (Select all that
apply.)
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Unprofitable and ineffective performance
Error-prone and unethical performance
Reliable and efficient performance
Extraordinary and benevolent performance
Answer: Unprofitable and ineffective performance; Error-prone and unethical performance
Explanation: The left side of the continuum includes unprofitable, ineffective, inefficient, error-
prone, and unethical performance.
64. What was notable about the culture change at Rocky Flats?
A culture of lifelong entitlement was strengthened.
The workforce worked slowly to preserve jobs.
Employees worked enthusiastically to finish quickly.
Labor relations improved from hundreds of grievances to the best.
Answer: Employees worked enthusiastically to finish quickly; Labor relations improved from
hundreds of grievances to the best.
Explanation: The culture shifted to enthusiastically working out of a job fast, and labor relations
improved dramatically.
65. Which of the following are aspects of "positive communication" from Figure 1.11? (Select all that apply.)
Obtain best-self feedback
Use supportive communication
Foster forgiveness
Build energy networks
Answer: Obtain best-self feedback; Use supportive communication
Explanation: Positive communication involves obtaining best-self feedback and using supportive
communication.
66. How does the chapter describe the interdependence of the four positive leadership strategies?
They are completely independent and unrelated.
Enhancing one tends to positively impact the other three.
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They are mutually reinforcing and interrelated.
Focusing on one negates the effects of the others.
Answer: Enhancing one tends to positively impact the other three; They are mutually reinforcing
and interrelated.
Explanation: The strategies are interrelated and mutually reinforcing, so improving one positively
affects the others.
67. What does the chapter suggest about achieving "positive deviance"?
It is commonly achieved by most organizations.
It is synonymous with being profitable for a few years.
It almost always entails more than merely above-average revenue.
It involves thriving, flourishing, and virtuous performance.
Answer: It almost always entails more than merely above-average revenue; It involves thriving,
flourishing, and virtuous performance.
Explanation: Positive deviance goes beyond profitability to include thriving, flourishing, and
virtuous performance.
68. Based on the cases, where can positive leadership strategies be applied effectively? (Select all that apply.)
Only in successful, high-profit organizations
In difficult circumstances like downsizing or mergers
In benevolent circumstances
Only in non-competitive industries
Answer: In difficult circumstances like downsizing or mergers; In benevolent circumstances
Explanation: The cases show positive leadership worked in difficult times (downsizing, mergers) as
well as in benevolent conditions.
69. What does the example of the nurse with terminal cancer at Griffin Hospital illustrate?
A lack of concern among staff for colleagues.
Acts of compassion and kindness within the culture.
The rigidity of hospital policy regarding leave.
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The negative climate during the downsizing.
Answer: Acts of compassion and kindness within the culture.
Explanation: Staff donating vacation days for the ill nurse illustrates the compassionate, virtuous
culture fostered by positive leadership.
70. What final elements does the chapter mention for upcoming content? (Select all that apply.)
A process for implementation (Personal Management Interview)
An assessment instrument for leaders
A comprehensive list of every possible leadership strategy
A summary of principles and a process for implementation
Answer: A process for implementation (Personal Management Interview); An assessment
instrument for leaders; A summary of principles and a process for implementation
Explanation: The chapter previews a PMI program, a summary of principles, a process, and an
assessment tool in later chapters.
True/False Questions (40 unique questions)
71. True or False: The vast majority of leadership books are based on empirically validated research.
Answer: False
Explanation: The chapter states most leadership books are based on prescriptions from leaders'
experiences, convenience samples, or inspirational stories, not empirical research.
72. True or False: Positive leadership ignores negative events and focuses exclusively on positive phenomena.
Answer: False
Explanation: Positive leadership acknowledges the importance of negative events in stimulating
positive outcomes and does not ignore them.
73. True or False: Positive deviance represents intentional behaviors that depart from norms in dishonorable
ways.
Answer: False
Explanation: Positive deviance involves departing from norms in honorable ways, not dishonorable
ones.
74. True or False: An affirmative bias focuses equally on strengths and weaknesses.
Answer: False
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Explanation: An affirmative bias emphasizes strengths, capabilities, and human potential, not an
equal focus on weaknesses.
75. True or False: The cleanup of Rocky Flats was completed 60 years ahead of schedule and $30 billion
under budget.
Answer: True
Explanation: The facility was cleaned up 60 years ahead of the 70-year estimate and $30 billion
under the $36 billion budget.
76. True or False: Positive leadership is the same as being a nice, charismatic, or servant leader.
Answer: False
Explanation: Positive leadership incorporates such attributes but supplements them with a focus
on strengths-based, positive energy strategies.
77. True or False: All societies and cultures possess catalogs of traits they consider virtuous.
Answer: True
Explanation: The chapter states all societies and cultures have such catalogs, though debate exists
on universal virtues.
78. True or False: Critics argue positive leadership is "elitist" and "produces delusional thinking."
Answer: True
Explanation: Cited criticisms include claims that it is elitist and produces delusional thinking.
79. True or False: The positive strategies described require little effort and represent soft, simple actions.
Answer: False
Explanation: The strategies require effort, elevated standards, and genuine competence; they are
not soft or simple.
80. True or False: In the Griffin Hospital case, the downsizing led to an expected escalation of negativity and
cynicism.
Answer: False
Explanation: The downsizing led to the opposite: a climate of forgiveness, optimism, and trust, not
escalated negativity.
81. True or False: The "heliotropic effect" refers to a tendency toward negative, life-depleting forces.
Answer: False
Explanation: The heliotropic effect is an inclination toward positive, life-giving forces in living
systems.
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82. True or False: Positive deviance at the individual level can be illustrated by high levels of physical vitality or
psychological flow.
Answer: True
Explanation: The continuum shows positive deviance for individuals includes states like Olympic
fitness (vitality) or psychological flow.
83. True or False: Organizations are typically designed to foster deviance and unpredictability.
Answer: False
Explanation: Organizations are designed to foster stability, steadiness, and predictability, reducing
variation and deviance.
84. True or False: Jim Mallozzi reported that positive strategies helped integrate two distinct company cultures
at Prudential Retirement.
Answer: True
Explanation: Mallozzi stated positive strategies helped successfully integrate the strong, distinct
cultures of Cigna and Prudential Retirement.
85. True or False: Positive leadership focuses primarily on resolving problems and increasing competitiveness.
Answer: False
Explanation: It focuses on flourishing, enabling the best of the human condition, and creating
positive outcomes, not merely problem-solving.
86. True or False: Research shows that positive practices slow blood pressure recovery after exposure to a
stressor.
Answer: False
Explanation: Figure 1.3 shows high positivity is associated with better (likely faster) blood pressure
recovery after a stressor.
87. True or False: The death rate over 80 months was higher for elderly people exposed to positive practices.
Answer: False
Explanation: Figure 1.6 shows the lowest death rates were in the quartile with the highest exposure
to positive emotions/practices.
88. True or False: Positive leadership strategies are only effective in Western cultural contexts.
Answer: False
Explanation: The strategies are universal in their effects, though the manner of implementation may
vary culturally.
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89. True or False: Virtuousness in positive leadership is based on a eudaemonistic assumption of an inclination
toward goodness.
Answer: True
Explanation: Positive leadership is based on a eudaemonistic assumption that human systems
have an inclination toward intrinsic goodness.
90. True or False: The Rocky Flats site was considered safe and uncontroversial before the cleanup project
began.
Answer: False
Explanation: The site was rife with conflict, had been raided by the FBI, and was considered highly
dangerous and polluted.
91. True or False: Positive deviance is common and achieved by most organizations.
Answer: False
Explanation: Positively deviant organizations are the exception, not the rule; most performance is
in the normal range.
92. True or False: Positive leadership aims to help individuals and organizations attain spectacular levels of
achievement.
Answer: True
Explanation: A key orientation is facilitating positively deviant performance, which aims for
spectacular achievement.
93. True or False: The four positive leadership strategies are completely independent of one another.
Answer: False
Explanation: They are interrelated and mutually reinforcing; enhancing one positively impacts the
others.
94. True or False: According to the continuum, negatively deviant organizational performance includes being
profitable and generous.
Answer: False
Explanation: Negatively deviant performance includes being unprofitable and ineffective; profitable
and generous are on the positive deviance end.
95. True or False: In the Prudential Real Estate case, employee satisfaction scores went down in most
categories after positive leadership.
Answer: False
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Explanation: Scores went up in nine out of twelve categories after implementing positive leadership
strategies.
96. True or False: The positive climate at Griffin Hospital included stories of compassion and acts of kindness
occurring rarely.
Answer: False
Explanation: Stories of compassion and acts of kindness were reported as almost daily fare
throughout the organization.
97. True or False: The book provides a comprehensive and exclusive list of all possible positive leadership
strategies.
Answer: False
Explanation: The four strategies highlighted are among the most important enablers but do not
represent a comprehensive or exclusive list.
98. True or False: "Goods of first intent," as per Aristotle, are things chosen for the sake of something else, like
profit.
Answer: False
Explanation: Goods of first intent are "good in itself and chosen for its own sake," not for an
external outcome like profit.
99. True or False: The positive strategies are only pragmatic and useful in easy, benevolent circumstances.
Answer: False
Explanation: They have practical utility in difficult circumstances as much as in benevolent ones.
100. True or False: Figure 1.5 shows that higher levels of positive emotions/practices are associated
with higher inflammation.
Answer: False
Explanation: The figure indicates lower inflammation levels are associated with higher exposure to
positive emotions/practices.
101. True or False: Investors tend to be attracted to companies that are deviant and unpredictable in
their performance.
Answer: False
Explanation: Investors tend to flee from companies that are deviant or unpredictable, seeking
stability and predictability.
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102. True or False: The Personal Management Interview program is presented as a process for
implementing the four positive strategies.
Answer: True
Explanation: Chapter 5 explains the PMI program as a process for implementing the strategies to
foster performance improvement.
103. True or False: Positive leadership denies that "bad is stronger than good" in human experience.
Answer: False
Explanation: The chapter acknowledges the research finding that "bad is stronger than good," but
shows positive strategies are still effective.
104. True or False: The maternity ward at Griffin Hospital removed beds to make room for more
patients.
Answer: False
Explanation: They installed newly designed double beds so fathers could sleep with mothers,
enhancing patient-centered care.
105. True or False: The successful integration at Prudential Retirement resulted in a loss of 98% of
clients.
Answer: False
Explanation: They kept 98% of their clients during the successful merger integration.
106. True or False: A focus on positive meaning involves connecting to personal values and highlighting
extended impact.
Answer: True
Explanation: Per Figure 1.11, positive meaning involves connecting to values, highlighting impact,
and building community.
107. True or False: Positive leadership strategies are commonly practiced in most organizations today.
Answer: False
Explanation: The book states these strategies are "not commonly practiced" and are "too seldom
practiced."
108. True or False: The final chapter will provide an assessment instrument to help leaders implement
relevant behaviors.
Answer: True
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Explanation: The concluding chapter provides a process and an assessment instrument for leaders
to begin implementation.
109. True or False: The Rocky Flats example shows that technological innovations were stifled during
the cleanup.
Answer: False
Explanation: More than 200 technological innovations were produced in the service of faster and
safer performance.
110. True or False: Being a positive leader means ignoring the value and opportunity embedded in
problems.
Answer: False
Explanation: An affirmative bias stresses the value and opportunity in problems and weaknesses,
without being Pollyannaish.
Application-Based Questions (30 unique questions)
111. A leader in a manufacturing plant facing safety violations and low morale decides to start each
team meeting by having employees share a recent success or strength observed in a colleague. This
approach is most aligned with which positive leadership orientation?
A. Facilitating virtuousness through strict rule enforcement
B. Emphasizing an affirmative bias by focusing on strengths
C. Managing negative deviance by analyzing failure reports
D. Achieving normal performance through standard procedures
Answer: Emphasizing an affirmative bias by focusing on strengths
Explanation: This practice focuses on strengths and positive communication, core to an affirmative
bias in positive leadership.
112. A hospital CEO, after reviewing data showing patient satisfaction scores are merely "average,"
challenges her team to not just meet benchmarks but to create such an extraordinary patient experience
that families write unsolicited thank-you letters. This goal best exemplifies aiming for:
A. Negatively deviant performance
B. Normal, effective performance
C. Positively deviant performance
D. Unpredictable and unstable performance
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Answer: Positively deviant performance
Explanation: Aiming for extraordinary, honorably exceptional results beyond the norm is the focus
of positive deviance.
113. During a difficult merger, a manager consistently acknowledges the stress and loss employees feel
but deliberately facilitates workshops where teams from both companies collaboratively design a new
values statement emphasizing shared strengths and future growth. This manager's approach:
A. Ignores negative phenomena, which will worsen morale.
B. Uses positive strategies that are effective only in good times.
C. Incorporates the negative while focusing on affirmative, strengths-based strategies.
D. Focuses solely on resolving the immediate problem of stress.
Answer: Incorporates the negative while focusing on affirmative, strengths-based strategies.
Explanation: The manager acknowledges the difficulty (negative) but uses workshops to focus on
strengths and a positive future, aligning with positive leadership.
114. A project team delivered a result that was on budget and met all quality specifications, which was
the expected outcome. According to the deviance continuum, this represents:
A. Positively deviant performance
B. Negatively deviant performance
C. Normal, expected performance
D. A failure to achieve any level of performance
Answer: Normal, expected performance
Explanation: Meeting expected standards and reliability places performance at the center of the
continuum (normal/effective).
115. An organization with a long history of success faces an unexpected market disruption. Instead of
becoming rigid and defensive, it quickly adapts its business model, retains its core workforce by retraining,
and emerges stronger. This resilience best demonstrates:
A. A failure to maintain stable, predictable operations.
B. Negative deviance due to the initial disruption.
C. Positive deviance by not failing when it might have been expected.
D. A sole focus on profitability above all else.
Answer: Positive deviance by not failing when it might have been expected.
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Explanation: When organizations should wither but bounce back, they demonstrate a form of
positive deviance, as described in the chapter.
116. A leader wants to foster a climate where virtuous behaviors like compassion are common. She
decides to publicly recognize employees who go out of their way to help colleagues facing personal
hardship. This action most directly aligns with enabling positive deviance through:
A. Building positive relationships only.
B. Creating a positive climate that fosters compassion.
C. Emphasizing positive communication about profits.
D. Focusing solely on positive meaning for shareholders.
Answer: Creating a positive climate that fosters compassion.
Explanation: Fostering compassion is a specific component of creating a positive climate, per
Figure 1.11.
117. A study within a company finds that teams with higher levels of reported positive communication
and mutual support show lower average cortisol levels in saliva tests after high-pressure deadlines. This
finding best supports the research illustrated in:
A. Figure 1.3 on blood pressure recovery
B. Figure 1.4 on cortisol levels after a stressor
C. Figure 1.7 on DHEA hormone levels
D. Figure 1.9 on brain activity in children
Answer: Figure 1.4 on cortisol levels after a stressor
Explanation: Figure 1.4 specifically compares cortisol levels after a stressor for groups with high
vs. low positive emotions/practices.
118. A skeptical board member argues that investing in leader training focused on positivity is "soft" and
will distract from the hard work needed to cut costs. To counter this using the chapter's arguments, the best
response is that positive leadership strategies:
A. Are indeed simple and require minimal effort to implement.
B. Mitigate against hard work and allow for unpreparedness.
C. Are pragmatic, require effort and competence, and drive performance.
D. Are primarily about being nice and keeping everyone happy.
Answer: Are pragmatic, require effort and competence, and drive performance.
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Explanation: The chapter explicitly states these strategies are pragmatic levers requiring effort and
competence, far from being "soft."
119. After a serious operational error, a team leader conducts a blame-free review to learn from the
mistake but then dedicates equal time in the meeting for the team to identify what strengths and processes
worked well that week. This balanced approach reflects the understanding that:
A. Negative events must be ignored to maintain positivity.
B. An affirmative bias includes seeing value in problems while focusing on strengths.
C. Only negative feedback leads to meaningful improvement.
D. Discussing strengths will undermine learning from the error.
Answer: An affirmative bias includes seeing value in problems while focusing on strengths.
Explanation: Positive leadership acknowledges negatives for learning but maintains an affirmative
bias focusing on strengths and potential.
120. A global firm is rolling out a positive leadership initiative. The head of international operations is
concerned that practices like "fostering gratitude" may be perceived differently in various cultures.
According to the chapter, she should plan for:
A. Abandoning the initiative as strategies are culturally specific.
B. Insisting on identical implementation worldwide for consistency.
C. Allowing cultural differences to alter the manner of implementation while applying the universal core
strategy.
D. Focusing only on regions with Western cultural norms.
Answer: Allowing cultural differences to alter the manner of implementation while applying the
universal core strategy.
Explanation: The chapter states cultural differences may alter implementation manner, but the
strategies themselves are universal in effect.
121. In a quarterly review, a manager highlights not just what the team achieved, but also how their
work contributed to community well-being and aligned with employees' personal values of service. This
manager is most actively cultivating:
A. Positive communication through best-self feedback.
B. Positive meaning by connecting to values and extended impact.
C. Positive climate by building energy networks.
D. Positive relationships through supportive communication.
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Answer: Positive meaning by connecting to values and extended impact.
Explanation: Connecting work to personal values and highlighting its broader impact are key
aspects of fostering positive meaning.
122. An executive reads the Rocky Flats case and wonders how such a turnaround was possible. The
key insight from the chapter is that the success was attributed to:
A. Lowering performance standards to meet deadlines.
B. A massive increase in budgetary resources.
C. The enabling factor of positive leadership.
D. The absence of any regulatory oversight.
Answer: The enabling factor of positive leadership.
Explanation: The U.S. Department of Energy attributed positive leadership as a key factor in
accounting for the dramatic success.
123. A department known for internal competition and silos begins a practice of "best-self feedback,"
where managers share strengths they observe in their peers. Over time, collaboration improves. This
change likely occurs because the practice is part of enabling positive deviance through:
A. Positive communication, which includes obtaining best-self feedback.
B. Positive meaning, which involves building community.
C. Positive climate, which involves reinforcing strengths.
D. Both A and C are plausible mechanisms from the framework.
Answer: Both A and C are plausible mechanisms from the framework.
Explanation: Obtaining best-self feedback is under "positive communication," and reinforcing
strengths is under "positive climate"; both could improve collaboration.
124. When faced with the need to downsize, a leader holds transparent forums, explains the financial
realities, expresses genuine concern for affected individuals, and outlines support services while also
rallying the remaining organization around a compelling, positive future vision. This approach most closely
mirrors the strategy used by:
A. The Department of Energy at Rocky Flats
B. Patrick Charmel at Griffin Hospital
C. Jim Mallozzi during the Prudential merger
D. The researchers studying cortisol levels
Answer: Patrick Charmel at Griffin Hospital
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Explanation: Charmel's approach during downsizing emphasized honesty, personal concern,
forgiveness, and an optimistic future, similar to this scenario.
125. A company tracks not only traditional metrics like profitability and efficiency but also metrics like
employee flourishing, acts of kindness reported, and positive feedback frequency. This expanded
scorecard suggests a leadership focus aligned with:
A. Maintaining normal performance at the center of the continuum.
B. Achieving positive deviance, which involves more than just profitability.
C. Monitoring only negatively deviant performance indicators.
D. Reducing variation to ensure predictable investor returns.
Answer: Achieving positive deviance, which involves more than just profitability.
Explanation: Positive deviance entails thriving, flourishing, and virtuous performance, measured by
more than financials alone.
126. A leader learns about the "heliotropic effect." She interprets this to mean her team likely has a
natural inclination toward positive, constructive interactions. To leverage this, she should:
A. Assume no intervention is needed as positivity is automatic.
B. Create structures and practices that enable and reinforce this positive inclination.
C. Focus solely on rooting out negative tendencies to clear the way.
D. Ignore it because "bad is stronger than good" in human systems.
Answer: Create structures and practices that enable and reinforce this positive inclination.
Explanation: Positive leadership strategies are the pragmatic levers leaders use to enable and
reinforce the natural heliotropic tendency.
127. A manager wants to apply the finding that positivity can speed physical recovery. To potentially
improve employee well-being and reduce sick days, she might consider initiatives that:
A. Increase workplace stress to build resilience.
B. Foster a positive climate and positive relationships among staff.
C. Eliminate all health-related benefits to cut costs.
D. Focus communication solely on areas needing improvement.
Answer: Foster a positive climate and positive relationships among staff.
Explanation: Since positive emotions and practices are linked to better physiological recovery,
fostering a positive work climate could contribute to this benefit.
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128. In a leadership training, a participant questions whether focusing on virtues like forgiveness is
practical in a competitive business environment. The facilitator's best response, based on the chapter, is
that:
A. Virtuousness is an abstract concept with no performance impact.
B. Focusing on virtuousness is a "soft" agenda that hinders results.
C. Virtuousness is oriented toward intrinsic goods that can enable spectacular achievement, as cases
show.
D. Virtue is only relevant in non-profit or religious organizations.
Answer: Virtuousness is oriented toward intrinsic goods that can enable spectacular achievement,
as cases show.
Explanation: The chapter links an orientation toward virtuousness (goods of first intent) to enabling
positively deviant, spectacular performance in business cases.
129. A team is consistently reliable and meets all its targets. The leader, satisfied, makes no changes to
the team's structure or goals. According to the chapter's description of typical organizational design, this
leader is acting in a way that:
A. Actively encourages positive deviance.
B. Focuses on maintaining stability and predictable performance.
C. Is likely to lead to negatively deviant outcomes.
D. Unusually prioritizes variation and innovation.
Answer: Focuses on maintaining stability and predictable performance.
Explanation: Most leaders and organizations focus on maintaining performance at the normal,
predictable center of the continuum.
130. After a major project failure, a leader resists the urge to single out individuals. Instead, she guides
the team in a learning analysis, emphasizes the team's proven strengths, and expresses confidence in their
ability to apply these strengths to future challenges. This response primarily demonstrates:
A. A Pollyannaish refusal to address failure.
B. An affirmative bias that focuses on strengths and potential after acknowledging the problem.
C. A sole focus on positive emotions while ignoring the negative event.
D. A strategy guaranteed to produce delusional thinking.
Answer: An affirmative bias that focuses on strengths and potential after acknowledging the
problem.
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Explanation: The leader addresses the failure (negative) but pivots to emphasize strengths and
confidence in future potential, core to an affirmative bias.
131. Reviewing the financial turnaround graph for Griffin Hospital (Figure 1.2), a board member notes
the sharp improvement began shortly after the new leadership's emphasis on organizational virtues. The
most valid interpretation is that:
A. The financial recovery was purely coincidental and unrelated to leadership.
B. The emphasis on virtues likely played a role in enabling the positive deviant performance.
C. Downsizing alone caused the financial improvement.
D. The graph proves that positive leadership ignores financial realities.
Answer: The emphasis on virtues likely played a role in enabling the positive deviant performance.
Explanation: The figure illustrates the correlation between the leadership intervention (emphasis on
virtues) and the financial turnaround, supporting the case study's conclusions.
132. A manufacturing plant implements daily safety briefings that only cover recent incidents and near-
misses. To incorporate a positive leadership approach, they should modify these briefings to also:
A. Eliminate discussion of incidents to avoid negativity.
B. Include recognition of safe behaviors and positive safety innovations.
C. Lengthen the briefings to cover every possible risk in detail.
D. Focus solely on the plant's profitability goals.
Answer: Include recognition of safe behaviors and positive safety innovations.
Explanation: An affirmative bias would include focusing on what goes right (safe behaviors) and
strengths (innovations), not just what goes wrong.
133. Jim Mallozzi's success in two different Prudential units suggests that the positive leadership
strategies he used are:
A. Highly dependent on his unique personal charisma.
B. Not transferable across different business situations.
C. Pragmatic levers that can be applied in different challenging contexts.
D. Merely inspirational stories with no empirical grounding.
Answer: Pragmatic levers that can be applied in different challenging contexts.
Explanation: He successfully applied the same empirically grounded strategies in two different
difficult contexts (a merger and a loss-making unit).
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134. An employee survey reveals that most employees feel their work lacks significance. Based on the
positive leadership framework, a manager should first consider interventions aimed at:
A. Positive communication, like giving more frequent corrective feedback.
B. Positive meaning, by helping employees connect their work to personal values and broader impact.
C. Positive climate, by instituting a strict code of conduct.
D. Positive relationships, by mandating social events.
Answer: Positive meaning, by helping employees connect their work to personal values and
broader impact.
Explanation: A lack of significance relates directly to the concept of positive meaning, which
involves connecting to values and highlighting impact.
135. A leader wants to assess whether her unit's performance is "positively deviant." According to the
chapter, she should look for evidence that performance is:
A. Effective, reliable, and meets all standard expectations.
B. Unpredictable and varies widely from quarter to quarter.
C. Spectacular, extraordinary, and honorably exceeds norms.
D. Slightly better than the poorest performer in the industry.
Answer: Spectacular, extraordinary, and honorably exceeds norms.
Explanation: Positively deviant performance intentionally and honorably exceeds common or
expected performance in a spectacular way.
136. In a period of industry stability, a CEO challenges her already successful company to not just be
the best in its class, but to redefine excellence in ways that benefit all stakeholders, including the
community. This vision aligns with moving the organization on the continuum from:
A. Negative deviance to normal performance.
B. Normal performance to positive deviance.
C. Positive deviance to negative deviance.
D. A focus on virtues to a focus solely on profits.
Answer: Normal performance to positive deviance.
Explanation: Moving from being successful (normal/effective) to redefining excellence in a broad,
virtuous way represents a shift toward the positive deviance end.
137. A consultant recommends that a client firm adopt positive leadership strategies. The client CEO
asks, "What about our serious quality control problems? Won't this positive stuff distract us?" The best
37
consultant response is:
A. "Yes, ignore the problems and focus only on the positive."
B. "Positive leadership acknowledges problems but uses strengths-based strategies that can improve
quality and other outcomes."
C. "These strategies only work after all problems are solved."
D. "You're right, positive leadership is not for difficult situations."
Answer: "Positive leadership acknowledges problems but uses strengths-based strategies that can
improve quality and other outcomes."
Explanation: Positive leadership does not ignore negatives; it uses affirmative, strengths-based
approaches that can address challenges like quality problems.
138. A team is tasked with a nearly impossible deadline. The leader reminds them of a past crisis they
overcame through collaboration and innovation and expresses unwavering belief in their collective ability.
This primarily leverages which enabling strategy?
A. Fostering positive meaning by building community.
B. Creating positive relationships through supportive communication.
C. Establishing a positive climate by building energy and optimism.
D. Using positive communication for best-self feedback.
Answer: Establishing a positive climate by building energy and optimism.
Explanation: Recalling past success and expressing belief fosters optimism and energy, key
components of a positive climate.
139. Seeing the data on positivity and health, a wellness director proposes initiatives that encourage
employees to recognize and share small positive events at work. This proposal is most directly supported
by findings related to:
A. Cortisol levels and inflammation being lower with high positivity.
B. Brain activity in children with ADHD being higher.
C. Wound healing being slower with positive practices.
D. Death rates being unaffected by emotional state.
Answer: Cortisol levels and inflammation being lower with high positivity.
Explanation: Encouraging positive events aligns with the studies showing high positive
emotions/practices correlate with lower cortisol and inflammation (beneficial health markers).
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140. A new manager reads that positive leadership strategies are "universal in their effects." She
concludes that she should:
A. Implement the exact activities from the Griffin Hospital case in her tech startup.
B. Adapt the core strategies like fostering a positive climate to her team's unique context.
C. Wait to implement them until her culture is perfectly aligned.
D. Dismiss them as too generic to be useful.
Answer: Adapt the core strategies like fostering a positive climate to her team's unique context.
Explanation: The universality refers to the effects of the core strategies; she should adapt their
implementation to her specific cultural and operational context.
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Reference Textbook
Cameron, K. S. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). Berrett-
Koehler Publishers.
