Deck 5: Executive Leadership

Question 1

Leaders who use a political frame are:

A) more likely to go on to run for political office.
B) sensitive to external forces that might affect the organization.
C) less likely to maintain external relationships.
D) inured to public opinion.

Answer 1

B

Question 2

A common and problematic method that researchers have used for identifying effective nonprofit leaders is based on:

A) revenues generated.
B) staff turnover.
C) perceptions of effectiveness.
D) levels of complacency.

Answer 2

C

Question 3

The responsibility mostly concerned with day-to-day operations, and with making things work, is called:

A) leadership.
B) management.
C) guidance.
D) control.

Answer 3

B

Question 4

According to proponents of this type of leadership, a leader is someone who behaves in certain ways that cause others to see him or her as a leader.

A) Charismatic leadership
B) Legislative leadership
C) Behavioristic leadership
D) Executive leadership

Question 5

The significant characteristic of transformational leadership is that it:

A) gives a leader absolute power.
B) reduces the responsibility of the leader.
C) balances the power between the leader and his or her subordinates.
D) offers an approach to leading both subordinates and organizations.

Question 6

The idea that a leader must be friendly but cannot permit himself or herself to become too familiar with subordinates is:

A) self-sacrifice.
B) persuasive appeal.
C) social distance.
D) superior management.

Question 7

Nonprofit CEOs spend the majority of the time on the external activity of:

A) marketing.
B) fundraising.
C) research and development.
D) personnel management.

Question 8

Most nonprofit CEOs are recruited:

A) from within the organization.
B) from outside the organization.
C) from corporations.
D) by a committee of volunteers.

Question 9

According to Collins, this type of leadership exists when the leader has the power to simply make decisions.

A) Legislative leadership
B) Figurehead leadership
C) Executive leadership
D) Charismatic leadership

Question 10

A is a perspective or a way of seeing and understanding things.

A) grid
B) task behavior
C) transition
D) frame

Question 11

The type of theory that explains leadership in terms of the innate characteristics of individuals who are leaders is:

A) skills theory.
B) trait theory.
C) behavior theory.
D) contingency theory.

Question 12

The type of leader that listens, empathizes with others, and focuses on relationships is a:

A) servant-leader.
B) task-oriented leader.
C) relationship-oriented leader.
D) team leader.

Question 13

A lack of leadership by the CEO of a nonprofit organization will eventually lead to:

A) a corporate takeover.
B) a restructuring of leadership.
C) drift, decline, and failure.
D) a more democratic method of leadership.

Question 14

The theories that maintain that the function of leadership is to continually examine better ways of doing things are:

A) contingency theories.
B) skills theories.
C) trait theories.
D) change theories.

Question 15

In Dym and Hutson's alignment map, how many components must be aligned for a perfect fit?

A) Two
B) Three
C) Four
D) Five

Question 16

The importance of this aspect of external activity is growing as government support for many programs has been reduced.

A) Professional associations
B) Executive transitions
C) Employee orientation
D) Fund-raising

Question 17

According to Kotter's top-down approach, efforts at transformational change in an organization often fail because leaders allow too much:

A) complacency.
B) flexibility.
C) input from subordinates.
D) negative publicity.

Question 18

According to Dym and Hutson, alignment is:

A) controlled by the leader only.
B) controlled by the organization only.
C) a two-way process.
D) an illusion.

Question 19

According to Herman and Heimovics, effective CEOs stay focused on:

A) key goals and outcomes.
B) the organization's revenue.
C) industry comparisons.
D) past failures.

Question 20

Internal preparation for executive transition is the shared responsibility of the board and:

A) the CEO.
B) a committee of volunteers.
C) the founder.
D) the chair elect.

Question 21

A CEO exhibiting "founder syndrome" can pose a serious challenge or even crisis for a nonprofit organization.

Question 22

An effective CEO shares leadership and empowers others.

Question 23

Trait theories emphasize the background and business experience of the nonprofit leader.

Question 24

Rebecca is attending a working lunch with community leaders who share her nonprofit organization's values. Rebecca is practicing which type of leadership?

A) Executive
B) Subordinate
C) Legislative
D) Novel

Question 25

A board of directors wants to hold an organizational retreat so they can interact with the CEO, staff, and volunteers of their organization. The board is implementing which leadership theory?

A) Contingency theory
B) Production orientation theory
C) Leader-member exchange theory
D) Conceptual theory

Question 26

An organizational leader who changes his leadership styles based on the particular circumstances of a situation is practicing:

A) contingency theory of leadership.
B) trait theory of leadership.
C) data-based leadership.
D) nepotism leadership.

Question 27

In the alignment model, alignment must be achieved between the leader and the nonprofit board only.

Question 28

Crutchfield and Grant determined that effective nonprofit CEOs:

A) manage their organizations as closed systems.
B) share leadership with others.
C) do not work outside of their expertise.
D) do not conduct strategic planning.

Question 29

Transformational leadership primarily uses rewards or punishment to influence and change the behaviors of others.

Question 30

According to Kotter, leaders planning to implement organization change should first:

A) create a guiding coalition.
B) establish a sense of urgency.
C) communicate the change vision.
D) generate short-term wins.

Question 31

The founder of Habitat for Humanity found it difficult to turn management of the nonprofit over to a new CEO. The founder was demonstrating:

A) fear syndrome.
B) reluctance syndrome.
C) founder syndrome.
D) change syndrome.

Question 32

One of the responsibilities of a nonprofit CEO is to recruit and select new members to the board of directors.

Question 33

Justify the 10 basic responsibilities of nonprofit chief executives, as identified by Richard Moyers.

Question 34

A board of directors is interviewing individuals for a CEO position of a nonprofit organization. The directors want to ensure the person they hire has the personality that matches the organization's mission. The board members want to ensure:

A) charisma.
B) transformation.
C) dissonance.
D) alignment.

Question 35

Brandon uses a newsletter as his organization's only communication tool. According to Kotter, Brandon's communication channel may result in _______.

A) declaring victor too soon
B) complacency
C) drift
D) under communication

Question 36

Behavior theories include task behaviors and relationship behaviors.

Question 37

The CEOs responsibilities involve both managing and leading the organization.

Question 38

Mandy is a CEO who displays little commitment to the organization's mission and staff. According to Blake and Mouton, Mandy has what type of management style?

A) Authority-obedience
B) Team
C) Impoverished
D) Country club

Question 39

Successful executive transitions involve creating a plan and procedure before it is needed.

Question 40

Servant leadership places emphasis on values and commitment.

Question 41

Identify the common themes found in skills theory?

Question 42

Identify the 3 variables, according to Fiedler, that determine whether a situation is favorable or unfavorable to a leader. Explain if you agree or disagree with Fiedler. Why?

Question 43

Ascertain behaviors that may cause others to see the leader as charismatic.

Question 44

Explore what may occur in an organization suffering from founder syndrome.

Question 45

Draw a change model applying the textbook discussion regarding leading change.

Question 46

Choose a leader and identify which of these behaviors mark him or her as a leader.

Question 47

Identify and defend 5 areas a chief executive should focus his or her time?

Question 48

Contrast transactional leadership and transformational leadership.

Question 49

Analyze why academic scholars find it difficult to conduct empirical research of nonprofit leadership.