Deck 10: Leadership and Culture

Question 1

The essence of leadership is the ability:

A)to communicate the organization's main purpose and mission,but not to get too involved in strategy execution.
B)to set a single direction for their organization and ensure everyone adheres to it.
C)to ensure successful results are delivered,regardless of whether everyone agrees or not.
D)to articulate vision,delegate the organization of resources,and leave communication to other executives.
E)to articulate vision,organize and deploy resources,and sustain productive involvement and inspirational performance.

Answer 1

E

Question 2

A long- term outlook that recognizes the importance of building sustainable institutions for future generations is called

A)global perspective.
B)regional perspective.
C)farsighted vision.
D)practical openness.

Answer 2

C

Question 3

Which of the following have the pioneer generation of CEOs relied on to establish their businesses?

A)Rich and deep sources of data about their markets.
B)Strategic planning.
C)Gut feelings and unique insights grounded on a keen alertness to emerging opportunities,as well as basic common sense.
D)Generosity and shared insights from other CEOs.

Answer 3

C

Question 4

All of the following UAE based Arab companies were recognized by Boston Consulting Group as being among the top 100 global challengers,except

A)Emirates Airlines
B)Emaar Properties
C)Dubai World
D)Etisalat
E)Agility

Question 5

During the period following the selection of a new CEO,which particular three guidelines are suggested to help ensure successful transition?

A)Issue a communication that the previous CEO is still in charge in the short term; stay confident but remember how much there is to learn; alert shareholders to the possibility of a period of turbulence.
B)All decision making should be done by the board of directors in the short term; ensure the previous CEO leaves as soon as possible; avoid any strategic decisions.
C)Ensure the previous CEO stays for as long as possible; avoid sending out any press releases during this period; ensure the new CEO spends time learning about the company.
D)Make it clear who is in charge; use the interim period wisely; and stay confident but remember how much there is to learn.
E)Avoid making any major changes; send the new CEO on a training course; use the interim period wisely.

Question 6

Which of the following is not a way in which a strategy- culture fit can help a company's strategy execution?

A)It encourages actions,behaviors,and work practices supportive of effective strategy execution.
B)It helps employees feel better about their jobs,the company they work for,and the merits of what the company is attempting to achieve.
C)It provides unlimited bonuses,perks,and incentives for the employees.
D)It directs organizational energy towards effective strategy implementation.

Question 7

All of the following are desired qualities that should be nurtured in leaders of the next generation, except

A)practical (pragmatic)openness.
B)farsighted vision.
C)regional and global perspective.
D)cross- cultural discrimination.

Question 8

Which of the following can be said of a new CEO,regardless of whether they come from within or from outside the organization:

A)The role of CEO is different from other operating roles.
B)A new CEO should always learn everything about their role from the previous CEO.
C)The role of CEO is basically no different from other operating roles.
D)A new CEO will always learn faster if they learn independently.

Question 9

The attitudes of benevolent leaders may induce them to manage business affairs

A)without input from subordinates.
B)secretively.
C)informally.
D)formally.

Question 10

Benevolent leaders tend to have a centralized authority and are inclined toward all of the following,except

A)personal relations.
B)coaching of subordinates.
C)placing emphasis on open- door policies.
D)caring for the welfare of subordinates inside and outside the organization.

Question 11

Which of the following is not a major guide for CEOs in relation to strategy,and especially in strategy execution?

A)Find the right pace of change.
B)Exploit societies to achieve goals.
C)Do what only a CEO can do.
D)Ensure organizational culture enables planned change.
E)Engage with boards of directors as strategic partners.

Question 12

The tradition- driven executives consider the viability of the organization to be sustained through all of the following,except

A)coaching.
B)attention to input from subordinates.
C)involvement.
D)decentralization of decision- making.

Question 13

In the GCC's definition of desirable qualitties for leadership,a willingness to seek ideas from around the world and customize them for the GCC's unique circumstances is an example of

A)regional perspective.
B)global perspective.
C)farsighted vision.
D)practical openness.

Question 14

Executives such as Mohammad Omran (Chairman,Etisalat),Ibrahim S.Dabdoub (CEO,National Bank of Kuwait),Ahmed Heikal (Chairman of Citadel Capital)and Abdel Hamid Shoman (Chairman,the Arab Bank)are given as examples of people who have

A)been instrumental in shaping the culture of their organizations but have not been able to implement strategies succesfully.
B)been instrumental in shaping the culture of their organizations and effective in implementing strategies that have led these organizations to be credible players in the marketplace.
C)mimicked competitor strategies to become credible players in the marketplace.
D)been fortunate that their organizations have been credible players in the marketplace without any attempts to shape a strong organizational culture.
E)all the above.

Question 15

Under the conditions of incompatibility between culture and strategy,executives have to consider various options for managing

A)manager- line staff relationships
B)leader- subordinates relationships
C)culture- strategy relationships
D)culture- company relationships

Question 16

In considering executives' orientations,it is apparent that

A)executives differ in their orientations and subsequently in their strategy implementation.
B)executives all have a similar orientation and a similar approach to strategy implementation.
C)executives rarely differ in their orientations but their approaches to strategy implementation can be very varied.
D)executives differ in their orientations but rarely in their strategy implementation.

Question 17

The leadership roles performed by CEOs include

A)motivating and inspiring others to action,securing scarce resources,clarifying cultural norms and values,and fostering cooperative environments and resolving conflicts.
B)motivating and inspiring others to action,providing critical information and guidance,clarifying cultural norms and values,and fostering healthy conflict.
C)motivating and inspiring others to action,providing critical information and guidance,implementing effective control systems,and fostering cooperative environments and resolving conflicts.
D)motivating and inspiring others to action,providing critical information and guidance,clarifying cultural norms and values,and fostering cooperative environments and resolving conflicts.

Question 18

Responsible leaders understand that strategy has two primary objectives.These are:

A)to equate their corporations with the rest of the market and achieve competitive advantage.
B)to differentiate their corporations from the rest of the market and have comparative advantage.
C)to link their corporations to the rest of the market and achieve competitive advantage.
D)to differentiate their corporations from the rest of the market and achieve competitive advantage.

Question 19

Which of the following is not a standard activity that companies should pursue in order to increase their chances of finding a good CEO that will maintain quality performance?

A)Have a succession plan.
B)The board of directors should be actively involved in the executive search process.
C)Ensure that there is a pool of trained internal candidates.
D)The board of directors should allow external recruiters to lead the process.

Question 20

Which of the following is not a characteristic of a strong culture?

A)Social norms
B)Adaptability
C)Values and beliefs among members
D)Ease of absorbing change

Question 21

In formulating strategy and engaging in implementation,CEOs have to play multiple roles and reconcile the pressing demands of various stakeholders.

Question 22

Whether the new CEO is from within or from outside the organization,the role of CEO is similar to other operating roles.

Question 23

Which of the following is not considered a relevant way to sustain organizational norms and principles?

A)Communicate and promote company legends.
B)Acknowledge the contribution of others to the progress and achievement of the organization.
C)Make sure there is noplace within the company for those who break cultural standards.
D)Reiterating the roots of the organization.
E)Discourage any questionning of organizational priorities.

Question 24

The tradition- driven leaders usually make decisions at the top and centralize control,and maintain formality in operational aspects and conduct.

Question 25

Spiritually enlightened leaders are guided by deeply held views on the importance of all the following except

A)The necessity for global expansion.
B)Furthering the interest of the community.
C)The welfare and viability of the community.
D)Giving high priority for the society at large.

Question 26

In conducting business in the region,Arab executives have sometimes left certain initiatives and actions to chance.

Question 27

Issues that should be primarily confined to CEOs include

A)monitoring financial performance.
B)planning information technology systems.
C)setting performance expectations,accountability,and organizational culture.
D)making appointments to senior management positions.
E)all the above.

Question 28

Employees who consider violating cultural standards:

A)will inevitably lose their jobs.
B)represent a healthy expression of creativity which is welcomed by managers.
C)are almost always promoted sooner than employees who adhere to company culture.
D)will experience tremendous pressure from other employees and managers to observe those standards.

Question 29

The Arab companies recognized by Boston Consulting Group as being among the top 100 global challengers were selected for their

A)ability to survive during economic instability,for their hefty purchasing power,for making profits without mergers and acquisitions,and for their bold attitudes toward risk.
B)ability to create value during economic instability,for their robust revenues and profits,for their hefty purchasing power,for significant activity in mergers and acquisitions,and for their cautious attitudes toward risk.
C)ability to make profit during economic stability,for their hefty purchasing power,for significant activity in mergers and acquisitions,and for their bold attitudes toward risk.
D)ability to create value during economic instability,for their robust revenues and profits,for their hefty purchasing power,for significant activity in mergers and acquisitions,and for their bold attitudes toward risk.

Question 30

In the Arab region

A)there are numerous examples of how executives have left certain initiatives or actions to chance but no examples of actions taken with specific goals in mind.
B)executives never leave initiatives or actions to chance.
C)it is impossible to judge whether actions are left to chance or carefully planned.
D)there are numerous examples of how executives have left certain initiatives or actions to chance.

Question 31

Which of the following is not a common issue that can complicate power transitions and business?

A)Conflicting interests and priorities.
B)Reluctance of the founding fathers to nominate a successor.
C)Matrimonial relationships among powerful executives.
D)Rivalry among family members.

Question 32

Which of the following is not a form of leadership?

A)Tradition- driven
B)Autocratic
C)Commanding
D)Benevolent (Sheikocratic)
E)Spiritually enlightened

Question 33

Which of the following is not characteristic of an unhealthy culture?

A)Coping with regular change.
B)Insular or inward focus.
C)Politicized culture.
D)Unethical and greed- driven.

Question 34

Which of the following best describes a strong corporate culture?

A)Shared values and beliefs are widely and deeply held.
B)Employees all need to belong to the same religion.
C)Lots of different values can coexist.
D)Conflicts usually get resolved.

Question 35

The recognition of the fact that the GCC's leaders are not just building their own organizations but are also acting in concert to establish the region as a global player is an example of

A)regional perspective.
B)farsighted vision.
C)practical openness.
D)regional and global perspective.

Question 36

Unlike most of their counterparts in the west,Arab CEOs face three interwoven challenges.Which of the following is not one of those challenges?

A)finding appropriate locations from which to operate.
B)Coping with intense global competition and overcoming hurdles in order to venture abroad.
C)building a thriving economy while being sensitive to political demands and government intervention.
D)Meeting social and cultural expectations.

Question 37

Leadership and are instrumental for strategy formulation and execution.

A)organizational image
B)organizational culture
C)corporate citizenship
D)organizational resources

Question 38

The various roles played by Arab CEOs can be grouped into three categories.These include all of the following except

A)Micro- managerial roles
B)Strategic managerial roles
C)Operationally- related managerial roles
D)Leadership roles

Question 39

In the Arab world,there should be a clearly defined process for the selection of a CEO successor.

Question 40

The strategic managerial roles of Arab CEOs include activites that are related to which of the following?

A)Making critical information available
B)Setting long- term objectives
C)Innovation activities
D)Strategy formulation
E)All the above

Question 41

In tradition- driven leadership situations,subordinates may exhibit commitment to goal implementation because of their involvement in performance.

Question 42

Certain Arab corporations are positioned among the best in the global marketplace.

Question 43

The COO of Mubadala Development Company has commented that his company originally invested for purely financial returns without a strategic objective.

Question 44

Business organizations that have sustained growth and achieved remarkable market positions do not necessarily have a strong organizational culture.

Question 45

An example of practical openness,according to the GCC's definition,is a willingness to seek ideas from around the world but only if they reflect cultural ideas which are new to the GCC.

Question 46

Executives rarely differ in their orientations or in their strategy implementation.

Question 47

Most Arab executives who have initiated profound changes and built successful corporations have lost sight of their responsibility towards their business and the future of the region.

Question 48

Where existing culture does not smoothly facilitate strategy execution,senior executives face serious problems.

Question 49

The spiritually enlightened executives are sensitive to their organizational and personal image and monitor business trends.

Question 50

The Arab private sector has always had a tradition of effective succession planning.

Question 51

As an organization grows in size and more employees join it,they bring with them their own beliefs and values,but these don't change the existing culture.

Question 52

Culture has a minor effect on strategy execution.

Question 53

As part of their strategic managerial roles,most managers in the region are active in securing critical financial resources and in representing the company to outsiders.

Question 54

The business scene in the Arab world shows that Arab CEOs do not usually have multiple roles.

Question 55

Increasingly in the Arab world,corporations have become an influencing factor in economic development and improving the welfare of the people.

Question 56

Transparency is not so crucial for safeguarding cultural adaptation and preventing the emergence of an unhealthy culture.

Question 57

The spread of desired qualities in leaders of the next generation can be achieved by communicating the values and practices shown by successful CEOs in the Arab region.

Question 58

In the autocratic form of leadership,consultation always takes place.

Question 59

The founders of an organization are usually the ones who set the tone and vision for the organization.

Question 60

Benevolent leaders do not set specified rules and policies.

Question 61

The period between the announcement of the appointment and the actual 'changing of the guard' (the assumption of responsibility)should be considered a honeymoon period for the new CEO.

Question 62

Similarly to the West,companies in the Arab world usually deal swiftly with the symptoms of an unhealthy culture.

Question 63

Among the most useful indicators of effective leadership is having a succession plan in place for the next CEO.

Question 64

A strong culture helps a company formulate and communicate a coherent strategy,as well as helping to focus employees' energy throughout an organization into implementing the strategy.

Question 65

Leadership is defined as a process of influence that is shared in nature between leaders and followers.

Question 66

Managers in the Arab world are generally uncomfortable with leadership activities and roles.

Question 67

Operations- related managerial roles center on strategy implementation,fair and efficient division of labor,effective control systems,reward systems,providing feedback,and anticipation of problems.

Question 68

The Boston Consulting Group recognized eight Arab companies as being among the top global challengers.

Question 69

In the Arab region,the successful CEOs have always delegated the shaping of their organizations' culture.

Question 70

According to the GCC's definition,an example of regional and global perspective is the fact that the GCC's leaders are not just building their own organizations but are also acting in concert to establish the region as a global player.

Question 71

The spiritually enlightened executives seek input and participation from their subordinates in articulating their strategic vision.

Question 72

A strong organizational culture is a strategic advantage for an organization.

Question 73

The articulation of corporate values enhances loyalty among employees and creates a positive image in the marketplace.

Question 74

According to the GCC's definition,farsighted vision is a short- term outlook that recognizes the importance of building sustainable institutions for the current generation.

Question 75

Whilst promoting a strong and positive culture is vital for a company,it does not have much of an affect on strategy implementation.

Question 76

Since the majority of the firms in the Arab region are family- owned businesses,a smooth transition is necessary to ensure the survivability and vitality of the business.

Question 77

Culture is one of the most critical factors in strategy formulation and implementation.

Question 78

It is essential that senior managers provide a mechanism to effectively tackle aspects of an unhealthy culture and prevent the temptation to be complacent.

Question 79

The tradition- driven executives are particularly concerned with group harmony.

Question 80

In formulating and evaluating strategies,leadership has a vital role to play.