Leadership and culture ch 12 mcqs

Chapter 12Leadership and Culture  Multiple Choice Questions 1. (p. 326) _____________ 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 structureB. Organizational strategyC. Organizational leadershipD. Cultural context Difficulty: EasyLearning Objective: 1 2. (p. 328) Which of the following is NOT a way through which leaders galvanize commitment to embrace change? A. Involve every employee in corporate strategic decision makingB. Shape organizational cultureC. Build the organizationD. Clarify strategic intent Difficulty: EasyLearning Objective: 1 3. (p. 328) 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 quotaB. MissionC. VisionD. Strategic intent Difficulty: MediumLearning Objective: 1  4. (p. 328) 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. MissionB. VisionC. StrategyD. Performance Difficulty: MediumLearning Objective: 2 5. (p. 328) 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 principleB. MissionC. Leader’s visionD. Strategic intent Difficulty: MediumLearning Objective: 2 6. (p. 329) 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 purposeB. Strategic goalsC. Alternative structuresD. Performance expectations Difficulty: MediumLearning Objective: 2  7. (p. 331) Because leaders are attempting to embrace change, they are often _____________ their organization. A. AbandoningB. Rebuilding or remakingC. Divesting businesses inD. Repositioning Difficulty: MediumLearning Objective: 2 8. (p. 331) ____________ 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 planB. Education and leadership developmentC. Developing principlesD. Creating passion Difficulty: EasyLearning Objective: 3 9. (p. 333) ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior. A. ValuesB. EthicsC. PrinciplesD. Passions Difficulty: MediumLearning Objective: 3  10. (p. 333) A future leader’s personal philosophies and choices ___________ for any key leaders of any organization. A. Manifest themselves exponentiallyB. Are usually diminished over timeC. Always permeate the companyD. Become less pronounced with time Difficulty: MediumLearning Objective: 3 11. (p. 333) An effective organization is better built and is strongest when: A. Its leaders clearly articulate their vision for the firmB. Its leaders show by example what principles are importantC. Its leaders “manage from afar”D. Its leaders micromanage the employees of the firm Difficulty: EasyLearning Objective: 3 12. (p. 333) _____________ 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. PrioritizationB. TransparencyC. StrategyD. Long-term objectives Difficulty: EasyLearning Objective: 3  13. (p. 332) __________ is the capacity to see a commitment through to completion long after most people would have stopped trying. A. PerseveranceB. PassionC. PrincipleD. Integrity Difficulty: EasyLearning Objective: 3 14. (p. 334) __________ is a highly motivated sense of commitment to what you do and want to do. A. PassionB. PatienceC. PerseveranceD. Principle Difficulty: EasyLearning Objective: 3 15. (p. 336) 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 strategyB. Selection and development of key managersC. Establishing priority among senior executivesD. Limiting managerial “buy-in” Difficulty: EasyLearning Objective: 3  16. (p. 336) ___________ 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. GlobalizationB. Fragmentation of industriesC. Consolidation of industriesD. The accelerated pace and complexity of business Difficulty: MediumLearning Objective: 3 17. (p. 338) 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 leadersC. What types of personality attributes generate the ideal type of competencies needed in organizations?D. How an organization can groom new executives from within Difficulty: MediumLearning Objective: 3 18. (p. 338) _________ 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-managementB. Self-awarenessC. Social awarenessD. Social skills Difficulty: HardLearning Objective: 3  19. (p. 338) __________ exists in terms of control, integrity, conscientiousness, initiative and achievement orientation. A. Social awarenessB. Self-awarenessC. Social skillsD. Self-management Difficulty: HardLearning Objective: 3 20. (p. 338) ___________ occurs in relation to sensing others’ emotions, reading the organization and recognizing customers’ needs. A. Self-awarenessB. Social skillsC. Social awarenessD. Self-management Difficulty: MediumLearning Objective: 3 21. (p. 338) One may define _________ as sensing others’ emotions. A. SympathyB. EmpathyC. RelationshipD. Sensitivity Difficulty: MediumLearning Objective: 3 22. (p. 338) One can define _________ as being able to “read” the organization. A. Social integrityB. EmpathyC. Organizational awarenessD. Social-management Difficulty: EasyLearning Objective: 3  23. (p. 338) ___________ comes from recognizing customers’ needs. A. Service orientationB. Position powerC. Self-awarenessD. Organizational management Difficulty: MediumLearning Objective: 3 24. (p. 338) ____________ occur(s) in relation to influencing and inspiring others; communicating, collaborating and building relationships with others; and managing change and conflict. A. Competitive managementB. Social skillsC. Self-managementD. Self-awareness Difficulty: MediumLearning Objective: 3 25. (p. 338) 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 managementB. Collaborate with othersC. Choose individual workersD. Seek to get the work of their unit done over time Difficulty: MediumLearning Objective: 3  26. (p. 338) Organizational sources of power are derived from: A. The manager’s tenure at the firmB. The manager’s role in the organizationC. The manager’s style of working individuallyD. The manager’s functional tactics Difficulty: MediumLearning Objective: 4 27. (p. 338) _________ is formally established based on the manager’s position in the organization. A. Organization powerB. Reward powerC. Position powerD. Information power Difficulty: EasyLearning Objective: 4 28. (p. 338) 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 influenceB. Expert influenceC. Punitive powerD. Position power Difficulty: MediumLearning Objective: 4  29. (p. 338) ___________ is the source of power many new managers expect to be able to rely on, but often the least useful. A. Referent powerB. Reward powerC. Punitive powerD. Position power Difficulty: MediumLearning Objective: 4 30. (p. 338) __________ is available when the manager confers something in return for desired actions and outcomes. A. Punitive powerB. Referent influenceC. Reward powerD. Information power Difficulty: MediumLearning Objective: 4 31. (p. 338) 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 powerB. Reward powerC. Information powerD. Peer influence Difficulty: EasyLearning Objective: 4  32. (p. 338) ___________ 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 powerB. Organization powerC. Expert influenceD. Referent power Difficulty: EasyLearning Objective: 4 33. (p. 338) 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 powerB. Punitive powerC. Information powerD. Peer influence Difficulty: EasyLearning Objective: 4 34. (p. 338) ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager’s subordinates. A. Expert influenceB. Information powerC. Position powerD. Punitive power Difficulty: EasyLearning Objective: 4  35. (p. 338) 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 influenceB. Referent influenceC. Information powerD. Punitive power Difficulty: MediumLearning Objective: 4 36. (p. 338) Leaders today _________ rely on their personal ability to influence others. A. DecreasinglyB. Try not toC. IncreasinglyD. Should never Difficulty: MediumLearning Objective: 4 37. (p. 338) ________, a form of power, comes mainly from three sources: expert, referent and peer influences. A. External influenceB. Personal influenceC. Punitive influenceD. Organizational influence Difficulty: EasyLearning Objective: 4  38. (p. 338) _________ is derived from a leader’s knowledge in a particular area or situation. A. Expert influenceB. Information powerC. Punitive powerD. Peer influence Difficulty: MediumLearning Objective: 4 39. (p. 338) __________ comes from having others want to identify with the leader. A. Expert influenceB. Peer influenceC. Referent influenceD. Coercive power Difficulty: MediumLearning Objective: 4 40. (p. 338) 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 influenceB. Peer influenceC. Expert influenceD. Information power Difficulty: MediumLearning Objective: 4  41. (p. 339) ___________ 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 powerB. Peer influenceC. Information powerD. Referent influence Difficulty: EasyLearning Objective: 4 42. (p. 339) Effective leaders: A. Choose just one key source of power and influenceB. Tend to limit these types of influence and use more legitimate meansC. Usually do not have reason to use more than one of these types of power at a timeD. Make use of all seven sources of power, often in combination Difficulty: MediumLearning Objective: 4 43. (p. 339) 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 companyB. Is based on an institution, not a process in a twenty-first century companyC. Determines the value of the management role in a twenty-first century companyD. Requires rethinking the management role and the distribution of management roles within a twenty-first century company Difficulty: MediumLearning Objective: 5  44. (p. 339) The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment. A. Entrepreneurial processB. Integration processC. Innovation processD. Renewal process Difficulty: MediumLearning Objective: 5 45. (p. 339) The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities. A. Integration processB. Innovation processC. Entrepreneurial processD. Renewal process Difficulty: MediumLearning Objective: 5 46. (p. 339) The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change. A. Entrepreneurial processB. Renewal processC. Integration processD. Innovation process Difficulty: MediumLearning Objective: 5  47. (p. 339) 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 managementB. Is strictly the domain of top management?C. Should be confined, typically, to the top two management levelsD. Need to be shared and distributed across three management levels Difficulty: MediumLearning Objective: 5 48. (p. 339) Developing operating managers and supporting their activities occurs in middle management as part of the: A. Integration processB. Renewal processC. Innovation processD. Entrepreneurial process Difficulty: HardLearning Objective: 5 49. (p. 339) In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the: A. Integration processB. Entrepreneurial processC. Renewal processD. Innovation process Difficulty: HardLearning Objective: 5  50. (p. 339) Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the: A. Innovation processB. Integration processC. Renewal processD. Entrepreneurial process Difficulty: MediumLearning Objective: 5 51. (p. 339) Linking skills, knowledge and resources across units in the middle-management level demonstrates the: A. Renewal processB. Integration processC. Entrepreneurial processD. Innovation process Difficulty: MediumLearning Objective: 5 52. (p. 339) Attracting resources and capabilities and developing the business at the front-line management level exemplifies the: A. Renewal processB. Integration processC. Innovation processD. Entrepreneurial process Difficulty: MediumLearning Objective: 5  53. (p. 340) ________ is the set of important assumptions that members of an organization share in common. A. Organizational cultureB. Organizational leadershipC. Organizational strategyD. Organizational change Difficulty: EasyLearning Objective: 5 54. (p. 340) The important assumptions shared by members of an organization are often: A. Very similar to all other organizations in that industryB. Very obvious to outsidersC. UnstatedD. Formalized Difficulty: MediumLearning Objective: 5 55. (p. 340) When a member internalizes the beliefs and values of the firm, the corresponding behavior is: A. A shared assumptionB. Extrinsically rewardingC. Enforced using referent powerD. Intrinsically rewarding Difficulty: MediumLearning Objective: 5  56. (p. 340) Assumptions become shared assumptions through __________ among an organization’s individual members. A. InternalizationB. ExternalizationC. ReiterationD. Reflection Difficulty: MediumLearning Objective: 5 57. (p. 340) 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 organizationB. Emphasizing key themesC. Adapting common themes in a unique wayD. Institutionalizing practices that reinforce desired beliefs Difficulty: EasyLearning Objective: 6 58. (p. 341) An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members. A. InstitutionB. TribeC. ArmyD. Elite club Difficulty: MediumLearning Objective: 6  59. (p. 342) ________ are a person’s basis for differentiating right from wrong. A. PrinciplesB. Ethical standardsC. MoralsD. Laws Difficulty: HardLearning Objective: 6 60. (p. 344) 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 valuesB. Emphasis on key themes or dominant valuesC. Building time into the organizationD. Managing the firm globally Difficulty: MediumLearning Objective: 6 61. (p. 344) 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 valuesB. Encouraging dissemination of legends about core valuesC. Building time in the organizationD. Managing organizational culture in a global organization Difficulty: MediumLearning Objective: 6  62. (p. 345) _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially. A. ValuesB. ReligionsC. Social normsD. Educations Difficulty: MediumLearning Objective: 6 63. (p. 345) __________ 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 attitudesB. ReligionsC. EducationsD. Social norms Difficulty: MediumLearning Objective: 6 64. (p. 345) __________, 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 attitudesB. Social normsC. ReligionD. Education Difficulty: EasyLearning Objective: 6  65. (p. 346) __________ differs across national borders in the various ways people are accustomed to learning. A. Social normsB. Social awarenessC. EducationD. Religion Difficulty: EasyLearning Objective: 6 66. (p. 346) 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 cultureB. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural changeC. Managers should link changes to the basic mission and fundamental organizational normsD. Managers should focus on reinforcing the culture and achieving synergies Difficulty: HardLearning Objective: 7 67. (p. 346) 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 normsB. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural changeC. Managers should focus on reinforcing the culture and achieving synergiesD. Managers should manage around the culture Difficulty: HardLearning Objective: 7  68. (p. 346) 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 synergiesB. Managers should link changes to the basic mission and fundamental organizational normsC. Managers should manage around the cultureD. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change Difficulty: HardLearning Objective: 7 69. (p. 346) 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 normsB. Managers should focus on reinforcing the culture and achieving synergiesC. Managers should manage around the cultureD. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change Difficulty: HardLearning Objective: 7 70. (p. 347) Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to: A. Manage around cultureB. Maximize synergyC. Link to missionD. Reformulate the strategy or culture 

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