Deck 7: Leadership

Question 1

Leadership, as defined in Diversity Consciousness, refers to the process by which people

A) found at the top of the organizational hierarchy establish their vision.
B) with power influence and motivate their followers.
C) inspire, influence and empower others to achieve a common goal.
D) assert their control even in the face of resistance or opposition from others.

Answer 1

inspire, influence and empower others to achieve a common goal.

Question 2

Leadership is

A) interactive
B) a process
C) situational
D) all of the above
E) only a and b

Answer 2

all of the above

Question 3

When leaders engage in mirror-imaging, they

A) judge others on the basis of their own expectations
B) step outside of their mindset and use the standards of other individuals to judge behaviors
C) vary their expectations depending on the cultural context
D) look for interpersonal cues to better understand their own behaviors

Answer 3

judge others on the basis of their own expectations

Question 4

Which of the following is not one of the skills of a diversity-conscious leader?

A) communicating inclusively
B) mirror-imaging
C) adapting
D) self-monitoring

Question 5

According to the text, all diversity-conscious leaders are

A) intellectually brilliant.
B) naturally "people persons."
C) charismatic extroverts
D) all of the above
E) none of the above

Question 6

The four building blocks of diversity-consciousness leadership are

A) consensus building, self-managing, monitoring bias, flexible thinking
B) uncertainty avoidance, cultural insight, empathy, awareness of diversity issues
C) staying the course, independent decision-making, completing tasks, maintaining accountability
D) understanding, awareness, skills, commitment

Question 7

When leading across differences at work, Roberto views situations from a variety of perspectives, continually checks the assumptions he makes about others, and reflects on what he might do differently in the future. His ability to not just think about these things but actually do them relates most closely to his

A) ability to engage in mirror-imaging
B) skills
C) ability to engage in groupthink
D) commitment
E) knowledge

Question 8

Belinda occupies a leadership position at a large firm. Her main focus is making sure people complete their work on time. Given the demands of her job, she finds it difficult to get to know her employees on a personal level. Whenever possible, she makes it clear to them that they need to leave their personal issues at home. Belinda is an example of a(n)

A) instrumental leader
B) expressive leader
C) situational leader
D) collectivistic leader

Question 9

In his leadership role as head of a large, high-end grocery store, Ellis delegates authority to self-managed teams whenever possible. Whenever possible, he encourages members of these teams to make their own decisions with regard to such matters as marketing, hiring, and working with suppliers. Which of the following leadership styles describes Ellis?

A) authoritarian
B) democratic
C) laissez-faire
D) instrumental
E) expressive

Question 10

Data from Hofstede's research on workers in 40 countries point to the impact of cultural differences on attitudes and values. Specifically, his data shows that these cultures differed along which of the following dimensions?

A) materialism v. nonmaterialism
B) individualism v. collectivism
C) spiritualism v. secularism
D) attitudes toward the aging process and its impact on worker productivity

Question 11

Hofstede's research showed the U.S. to be

A) a highly collectivist country.
B) a small power distance country.
C) a strong uncertainty avoidance country.
D) a country where gender role expectations are no longer found in the workplace.

Question 12

A leader from a highly collectivist, large power distance culture may have a difficult time adjusting to life in a highly individualist, small power distance culture. Specifically, she or he could experience feelings of disorientation and stress known as

A) uncertainty avoidance.
B) cultural immersion.
C) culture shock.
D) cultural dissonance.

Question 13

Recent survey data collected by the Center for Creative Leadership examined how our thinking about leadership is evolving. Specifically, the Center found that people expect leadership in the future to

A) be less collaborative
B) be more flexible
C) be more competitive
D) involve more independent decision making

Question 14

Leaders can exert a positive or negative influence.

Question 15

Diversity-conscious leaders are naturally "people persons."

Question 16

According to the text, everyone has the potential to be a diversity-conscious leader.

Question 17

According to the text, diversity-conscious leaders are intellectually brilliant.

Question 18

Diversity-conscious leaders find it useful to predict and evaluate the actions of others by employing a technigue known as mirror-imaging.

Question 19

Behavioral theories of leadership are based on the assumption that certain individuals are "born leaders."

Question 20

In their research on leaders, Goldsmith and Morgan found that if leaders understand what they need to do, they will do it.

Question 21

The main concern of instrumental leaders is the well-being of group members.

Question 22

Laissez-faire leaders make all or most of the decisions and tend to keep power to themselves.

Question 23

Situational leaders adapt their leadership style on the basis of the circumstances they encounter.

Question 24

Situational leaders adopt a democratic leadership style in all situations.

Question 25

Hofstede's study shows that effective leadership strategies are universal.

Question 26

According to Hofstede's research findings, workers in the cultures he studied generally agreed on how a leader should behave.

Question 27

As defined in Hofstede's research, small power distance cultures are those societies in which significant inequalities among people are both expected and accepted.

Question 28

Hofstede's theory of leadership reflects a micro-level orientation.

Question 29

In strong uncertainty avoidance societies, followers rely heavily on leaders, so much so that the word of leaders is accepted as a kind of law.

Question 30

According to Hofstede, the U.S. is an example of an individualist country.

Question 31

Of the countries he studied, Hofstede found Japan to be the most feminine country.

Question 32

Findings from the GLOBE study support the need for situational leadership.

Question 33

According to the text, leadership is described as having three key features. These three features are: leadership is a process, leadership is situational, and leadership is_____ .

Question 34

Diversity-conscious leadership refers to the process by which people influence others by recognizing,_____ , and adjusting to diversity in all its forms.

Question 35

As defined in the text,_____ is the ability to use interpersonal cues to understand better one's own behavior and its effect on others.

Question 36

_____ leaders keep power to themselves rather than share power.

Question 37

_____ _____ , an international management scholar, studied the cultural context of leadership by surveying IBM workers in 40 countries.

Question 38

In his research, Hofstede found that _____ cultures sharply differentiate between male and female roles.

Question 39

What is the Orpheus Process and how does it relate to leadership?

Question 40

There are numerous myths about diversity-conscious leaders. Bucher discusses five of these myths. Which one of these five do you think contributes most to the idea that only a select few can be diversity-conscious leaders? Explain why.

Question 41

Explain why diversity- conscious leaders need to 1) adapt, 2) communicate inclusively, and 3) assess themselves.

Question 42

Explain what is meant by situational leadership and give an example.

Question 43

What are the four building-blocks of diversity-conscious leadership? Explain each. For each building-block, explain why it is a necessary component of effective leadership.

Question 44

Diversity-conscious leaders assess and monitor themselves. Explain.

Question 45

Contrast trait and behavioral theories of leadership.

Question 46

Contrast expressive and instrumental leaders.

Question 47

You have been asked to construct questions for a survey designed to measure the diversity consciousness of leaders at your firm. What are six questions?

Question 48

Compare and contrast authoritarian, laissez-faire, and democratic leadership styles.

Question 49

Describe Hofstede's four cultural dimensions and the relationship of each dimension to leadership.

Question 50

Explain the difference between large power distance and small power distance cultures. Give an example of each.

Question 51

The text discusses changes in our thinking regarding leadership skills. What leadership skills in the future will be critically important? Why?