Question 1
The paper addresses the case when leaders fall for flattery. How do authors conceptualise
flattery as a psychological concept?
Impression-management tactic
Question 2
What is flattery from a behavioural perspective?
The use of compliments and praise.
Question 3
What motivates people to flatter others? Which of the following is not a motive, according to the
authors?
To increase downward mobility.
Question 4
Which of the following statements is correct?
Flattering is an egocentric validation for the recipient of flattering but not for the flatterer.
Question 5
According to the authors, who is the least targeted by flattering?
Followers
Question 6
When observers witness that a leader treats a flatterer favourably, they may conclude that this
leader has “fallen for flattery”, and, thus, the leader must be naïve. According to the authors, why
do observers come to such a conclusion?
Observers expect leaders to be fair, which is difficult when receiving flattery. Observers also
assume that experienced leaders share their scepticism about the flatterer’s motives and “know
how” to reward flattery.
Question 7
According to the authors, what are the main implications when leaders have “fallen for flattery”?
Leaders are likely to damage their own and the organisation's
question 8
Why is flattery a successful tactic?
, Flattering is successful because it increases the recipient's self-esteem and social status.
Question 9
Why do third-party observers attribute cynical motives to the person who flatters?
Because observers do not experience the psychological benefits of flattery.
Question 10
How do the authors of the paper define a naïve leader?
Naïve leaders are perceived as always lacking sophistication, experience and knowledge of the
flatterers.
Question 11
The authors propose various consequences of “falling for flattery”. Which of the following
consequences are proposed?
The authors propose impression-managerial and organisational consequences.
Question 12
The authors propose various research hypotheses. Which of the following hypotheses is
NOT proposed by the autrhors?
Observers’ warmth perceptions of unfamiliar favour-granting leaders increase, whereas
observers’ warmth perceptions of familiar favour-granting leaders decrease.
Question 13
This paper, the authors report a range of different studies, including a pilot study and
supplementary studies and analyses. The results of how many studies do the authors
report in the paper (excluding those reported in the supplementary material)?
Eight (8)
Question 14
Why did the authors conduct the Pilot Study?
To establish the experienced commonness of flattery and favour granting in organisational life.
Question 15
What were the two overall questions the authors aimed to address with their studies?
The paper addresses the case when leaders fall for flattery. How do authors conceptualise
flattery as a psychological concept?
Impression-management tactic
Question 2
What is flattery from a behavioural perspective?
The use of compliments and praise.
Question 3
What motivates people to flatter others? Which of the following is not a motive, according to the
authors?
To increase downward mobility.
Question 4
Which of the following statements is correct?
Flattering is an egocentric validation for the recipient of flattering but not for the flatterer.
Question 5
According to the authors, who is the least targeted by flattering?
Followers
Question 6
When observers witness that a leader treats a flatterer favourably, they may conclude that this
leader has “fallen for flattery”, and, thus, the leader must be naïve. According to the authors, why
do observers come to such a conclusion?
Observers expect leaders to be fair, which is difficult when receiving flattery. Observers also
assume that experienced leaders share their scepticism about the flatterer’s motives and “know
how” to reward flattery.
Question 7
According to the authors, what are the main implications when leaders have “fallen for flattery”?
Leaders are likely to damage their own and the organisation's
question 8
Why is flattery a successful tactic?
, Flattering is successful because it increases the recipient's self-esteem and social status.
Question 9
Why do third-party observers attribute cynical motives to the person who flatters?
Because observers do not experience the psychological benefits of flattery.
Question 10
How do the authors of the paper define a naïve leader?
Naïve leaders are perceived as always lacking sophistication, experience and knowledge of the
flatterers.
Question 11
The authors propose various consequences of “falling for flattery”. Which of the following
consequences are proposed?
The authors propose impression-managerial and organisational consequences.
Question 12
The authors propose various research hypotheses. Which of the following hypotheses is
NOT proposed by the autrhors?
Observers’ warmth perceptions of unfamiliar favour-granting leaders increase, whereas
observers’ warmth perceptions of familiar favour-granting leaders decrease.
Question 13
This paper, the authors report a range of different studies, including a pilot study and
supplementary studies and analyses. The results of how many studies do the authors
report in the paper (excluding those reported in the supplementary material)?
Eight (8)
Question 14
Why did the authors conduct the Pilot Study?
To establish the experienced commonness of flattery and favour granting in organisational life.
Question 15
What were the two overall questions the authors aimed to address with their studies?
