Leadership and Culture
Complete the Multiple Choice Questions
1. _____________ is the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organizational culture.
A. Organizational structure
B. Organizational strategy
C. Organizational leadership
D. Cultural context
2. Which of the following is NOT a way through which leaders galvanize commitment to embrace change?
A. Involve every employee in corporate strategic decision making
B. Shape organizational culture
C. Build the organization
D. Clarify strategic intent
3. Leaders help their company embrace change by setting forth their ________ a clear sense of where they want to lead the company and what results they expect to achieve.
A. Strategic quota
B. Mission
C. Vision
D. Strategic intent
4. Traditionally, the concept of _________ has been a description or picture of what the company could be that accommodates the needs of all its stakeholders.
A. Mission
B. Vision
C. Strategy
D. Performance
5. A _________ is an articulation of a simple criterion or characterization of what the leader sees the company must become to establish and sustain global leadership.
A. Leader's principle
B. Mission
C. Leader's vision
D. Strategic intent
6. A key element of good organizational leadership is to make clear the ___________ a leader has for the organization and managers in it, as they seek to move toward the vision. This will help keep the firm on track in the present term.
A. Strategic purpose
B. Strategic goals
C. Alternative structures
D. Performance expectations
7. Because leaders are attempting to embrace change, they are often _____________ their organization.
A. Abandoning
B. Rebuilding or remaking
C. Divesting businesses in
D. Repositioning
8. ____________ is the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ.
A. Identifying an action plan
B. Education and leadership development
C. Developing principles
D. Creating passion
9. ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior.
A. Values
B. Ethics
C. Principles
D. Passions
10. A future leader's personal philosophies and choices ___________ for any key leaders of any organization.
A. Manifest themselves exponentially
B. Are usually diminished over time
C. Always permeate the company
D. Become less pronounced with time
11. An effective organization is better built and is strongest when:
A. Its leaders clearly articulate their vision for the firm
B. Its leaders show by example what principles are important
C. Its leaders "manage from afar"
D. Its leaders micromanage the employees of the firm
12. _____________ can be seen in principles, honesty and "living by example." This can become a major force by which a leader will shape and move his or her organization.
A. Prioritization
B. Transparency
C. Strategy
D. Long-term objectives
13. __________ is the capacity to see a commitment through to completion long after most people would have stopped trying.
A. Perseverance
B. Passion
C. Principle
D. Integrity
14. __________ is a highly motivated sense of commitment to what you do and want to do.
A. Passion
B. Patience
C. Perseverance
D. Principle
15. Leaders look to managers to execute strategy, accept risk and cope with the complexity of change. So, _________ becomes a major leadership role.
A. Setting short-term strategy
B. Selection and development of key managers
C. Establishing priority among senior executives
D. Limiting managerial "buy-in"
16. ___________ will increase pressure on corporations to push authority downward in their organizations. This means every line manager will have to exercise leadership prerogatives to an extent unthinkable a generation earlier.
A. Globalization
B. Fragmentation of industries
C. Consolidation of industries
D. The accelerated pace and complexity of business
17. Researcher David Goleman addressed the question of:
A. What types of competencies are needed among organizational leaders?
B. The optimal age and maturity for successful organizational leaders
C. What types of personality attributes generate the ideal type of competencies needed in organizations?
D. How an organization can groom new executives from within
18. _________ exists in terms of the ability to read and understand one's emotions and assess one's strengths and weaknesses, underlain by the confidence that stems from positive self-worth.
A. Self-management
B. Self-awareness
C. Social awareness
D. Social skills
19. __________ exists in terms of control, integrity, conscientiousness, initiative and achievement orientation.
A. Social awareness
B. Self-awareness
C. Social skills
D. Self-management
20. ___________ occurs in relation to sensing others' emotions, reading the organization and recognizing customers' needs.
A. Self-awareness
B. Social skills
C. Social awareness
D. Self-management
21. One may define _________ as sensing others' emotions.
A. Sympathy
B. Empathy
C. Relationship
D. Sensitivity
22. One can define _________ as being able to "read" the organization.
A. Social integrity
B. Empathy
C. Organizational awareness
D. Social-management
23. ___________ comes from recognizing customers' needs.
A. Service orientation
B. Position power
C. Self-awareness
D. Organizational management
24. ____________ occur(s) in relation to influencing and inspiring others; communicating, collaborating and building relationships with others; and managing change and conflict.
A. Competitive management
B. Social skills
C. Self-management
D. Self-awareness
25. A key way the characteristics of the desirable manager manifest themselves in a manager's routine activities is found in the way they:
A. Seek to get favorable decisions from corporate management
B. Collaborate with others
C. Choose individual workers
D. Seek to get the work of their unit done over time
26. Organizational sources of power are derived from:
A. The manager's tenure at the firm
B. The manager's role in the organization
C. The manager's style of working individually
D. The manager's functional tactics
27. _________ is formally established based on the manager's position in the organization.
A. Organization power
B. Reward power
C. Position power
D. Information power
28. By virtue of Sam's vice presidency in the organization, certain decision-making authorities and responsibilities are conferred that he is entitled to use to get things done. This is an example of:
A. Peer influence
B. Expert influence
C. Punitive power
D. Position power
29. ___________ is the source of power many new managers expect to be able to rely on, but often the least useful.
A. Referent power
B. Reward power
C. Punitive power
D. Position power
30. __________ is available when the manager confers something in return for desired actions and outcomes.
A. Punitive power
B. Referent influence
C. Reward power
D. Information power
31. Often a power source, _________ is the type used when Jomar, a business unit manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work from home in return for her finishing several projects on-deadline.
A. Referent power
B. Reward power
C. Information power
D. Peer influence
32. ___________ can be particularly effective and is derived from a manager's access to and control over the dissemination of information that is important to subordinates yet not easily available in the organization.
A. Information power
B. Organization power
C. Expert influence
D. Referent power
33. Jerry was using __________ when he asked his workers to reorganize the department. They did not yet know why they were doing this, but knew that Jerry had a good reason that he had not yet shared.
A. Referent power
B. Punitive power
C. Information power
D. Peer influence
34. ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager's subordinates.
A. Expert influence
B. Information power
C. Position power
D. Punitive power
35. The assembly line workers had already received cutbacks in bonus compensation when profits fell last quarter. Rogeco's managers made it clear that unless productivity and profits were brought back up to the industry benchmarks within two quarters, further cuts would be made to base pay. This demonstrates:
A. Expert influence
B. Referent influence
C. Information power
D. Punitive power
36. Leaders today _________ rely on their personal ability to influence others.
A. Decreasingly
B. Try not to
C. Increasingly
D. Should never
37. ________, a form of power, comes mainly from three sources: expert, referent and peer influences.
A. External influence
B. Personal influence
C. Punitive influence
D. Organizational influence
38. _________ is derived from a leader's knowledge in a particular area or situation.
A. Expert influence
B. Information power
C. Punitive power
D. Peer influence
39. __________ comes from having others want to identify with the leader.
A. Expert influence
B. Peer influence
C. Referent influence
D. Coercive power
40. Asif was one of the most charismatic managers at Titan Systems. He had a great personality and was always very empathetic to employee needs. Asif can be characterized as having strong:
A. Referent influence
B. Peer influence
C. Expert influence
D. Information power
41. ___________ can be a very effective way for leaders to influence the behaviors of others. This is used when leaders use the assignment of team members and the charge to the team to influence the outcomes produced.
A. Punitive power
B. Peer influence
C. Information power
D. Referent influence
42. Effective leaders:
A. Choose just one key source of power and influence
B. Tend to limit these types of influence and use more legitimate means
C. Usually do not have reason to use more than one of these types of power at a time
D. Make use of all seven sources of power, often in combination
43. Bartlett and Ghoshal studied several of the most successful global companies in the last decade. Their research suggests that combining flexible responsiveness with integration and innovation:
A. Requires consistency in the management role in a twenty-first century company
B. Is based on an institution, not a process in a twenty-first century company
C. Determines the value of the management role in a twenty-first century company
D. Requires rethinking the management role and the distribution of management roles within a twenty-first century company
44. The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment.
A. Entrepreneurial process
B. Integration process
C. Innovation process
D. Renewal process
45. The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities.
A. Integration process
B. Innovation process
C. Entrepreneurial process
D. Renewal process
46. The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change.
A. Entrepreneurial process
B. Renewal process
C. Integration process
D. Innovation process
47. The research of Bartlett and Ghoshal suggests that the critical management functions:
A. Must be present in the organization, but not necessarily in all three levels of management
B. Is strictly the domain of top management?
C. Should be confined, typically, to the top two management levels
D. Need to be shared and distributed across three management levels
48. Developing operating managers and supporting their activities occurs in middle management as part of the:
A. Integration process
B. Renewal process
C. Innovation process
D. Entrepreneurial process
49. In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the:
A. Integration process
B. Entrepreneurial process
C. Renewal process
D. Innovation process
50. Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the:
A. Innovation process
B. Integration process
C. Renewal process
D. Entrepreneurial process
51. Linking skills, knowledge and resources across units in the middle-management level demonstrates the:
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process
52. Attracting resources and capabilities and developing the business at the front-line management level exemplifies the:
A. Renewal process
B. Integration process
C. Innovation process
D. Entrepreneurial process
53. ________ is the set of important assumptions that members of an organization share in common.
A. Organizational culture
B. Organizational leadership
C. Organizational strategy
D. Organizational change
54. The important assumptions shared by members of an organization are often:
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized
55. When a member internalizes the beliefs and values of the firm, the corresponding behavior is:
A. A shared assumption
B. Extrinsically rewarding
C. Enforced using referent power
D. Intrinsically rewarding
56. Assumptions become shared assumptions through __________ among an organization's individual members.
A. Internalization
B. Externalization
C. Reiteration
D. Reflection
57. Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the international business units biannually since he was brought on in the firm. This demonstrates Joe's:
A. Building time in the organization
B. Emphasizing key themes
C. Adapting common themes in a unique way
D. Institutionalizing practices that reinforce desired beliefs
58. An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members.
A. Institution
B. Tribe
C. Army
D. Elite club
59. ________ are a person's basis for differentiating right from wrong.
A. Principles
B. Ethical standards
C. Morals
D. Laws
60. Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like "quality," "growth," and "reliability" in the firm's advertisements. This demonstrates managers':
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally
61. Foto Show, an online full-service photo processing site, institutionalizes its storytelling among old and new employees alike--they even give awards to reinforce the given theme. This demonstrates:
A. Emphasizing dominant values
B. Encouraging dissemination of legends about core values
C. Building time in the organization
D. Managing organizational culture in a global organization
62. _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially.
A. Values
B. Religions
C. Social norms
D. Educations
63. __________ about similar circumstances varies from country to country. In North America, individualism is central, but in Japan, the needs of the group dominate.
A. Values and attitudes
B. Religions
C. Educations
D. Social norms
64. __________, manifest in holidays, practices and belief structures, differ in fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting.
A. Values and attitudes
B. Social norms
C. Religion
D. Education
65. __________ differs across national borders in the various ways people are accustomed to learning.
A. Social norms
B. Social awareness
C. Education
D. Religion
66. When there is a high potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should manage around the culture
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should link changes to the basic mission and fundamental organizational norms
D. Managers should focus on reinforcing the culture and achieving synergies
67. When there is a low potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should focus on reinforcing the culture and achieving synergies
D. Managers should manage around the culture
68. When there is a high potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should focus on reinforcing the culture and achieving synergies
B. Managers should link changes to the basic mission and fundamental organizational norms
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
69. When there is a low potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should focus on reinforcing the culture and achieving synergies
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
70. Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to:
A. Manage around culture
B. Maximize synergy
C. Link to mission
D. Reformulate the strategy or culture