Question 1

All of the following are components of emotional intelligence (EI)except _____________.

Accepted Answer

The five components of EI are: self-awareness, self-regulation, motivation, empathy, and social skill.

Question 2

The source of referent power is _____________.

Accepted Answer

The source of referent power is subordinate identification with the leader. Personal attributes or charisma of a leader might influence subordinates and make them devoted to that leader.

Question 3

Expert power _____________.

Accepted Answer

The source of expert power is leader expertise and knowledge in a particular field. The leader is the expert on whom subordinates depend for information that they need to do their jobs successfully.

Question 4

Which component of emotional intelligence (EI)enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?

Accepted Answer

Empathy means thoughtfully considering employee feelings, along with other factors, in the process of making intelligent decisions. Globalization typically involves cross-cultural dialogue that can easily lead to miscues. Empathetic people are attuned to the subtleties of body language; they can hear the message beneath the words being spoken. They have a deep understanding of the existence and importance of cultural and ethnic differences.

Question 5

To overcome barriers to organizational change,companies work more collaboratively than in the past.In companies such as Microsoft,an important obstacle to effective collaboration is _____________.

Accepted Answer

Take Microsoft as an example. Before Apple released its tablet smash hit iPad, Microsoft had developed a viable tablet more than a decade earlier. However, entrenched interests and turf fights between competing Microsoft divisions eventually killed the project. This illustrates that one obstacle to effective collaboration is higher-level political battles.

Question 6

In order to create an environment where employees can achieve their potential as they move the organization towards its goals,the manager role needs to be that of _____________.

Accepted Answer

Instead of viewing themselves as resource controllers and power brokers, leaders must envision themselves as flexible resources willing to assume numerous roles as coaches, information providers, teachers, decision makers, facilitators, supporters, or listeners, depending on the needs of their employees.

Question 7

Coercive power is _____________.

Accepted Answer

Coercive power is the power a manager exercises over employees using fear of punishment for errors of omission or commission.

Question 8

Barriers associated with a managers tendency to look at issues from a biased or limited perspective are known as _____________.

Accepted Answer

Behavioral barriers cause managers to look at issues from a biased or limited perspective due to their education, training, work experiences, and so forth.

Question 9

Which of the following does not constitute organizational bases of leader power?

Accepted Answer

Organizational bases of power refer to the power that a person wields because of holding a formal management position. These include legitimate power, reward power, coercive power, and information power. The personal bases of power include referent power and expert power.

Question 10

When faced with barriers to change,leaders can create a good climate for advancing the aims of the organization and making progress towards its goals by building ______________ and _____________.

Accepted Answer

Leaders must draw on a range of personal skills as well as organizational mechanisms to move their organizations forward in the face of such barriers. Two factors mentioned are building a learning organization and building an ethical organization. These provide the kind of climate within which a leader can advance organization aims and make progress toward its goals.

Question 11

Inspiring and motivating people with a mission or purpose is a ______________ for developing an organization that can learn and adapt.

Accepted Answer

Inspiring and motivating people with a mission or purpose is a necessary but not sufficient condition for developing an organization that can learn and adapt to a rapidly changing, complex, and interconnected environment.

Question 12

Which of the following is not a part of the three broad sets of capabilities that a leader should possess?

Accepted Answer

Leadership traits may be grouped into three broad sets of capabilities: purely technical skills (like accounting or operations research), cognitive abilities (like analytical reasoning or quantitative analysis), and emotional intelligence (like self-management and managing relationships).

Question 13

Which of the following is not a characteristic of a successful learning organization?

Accepted Answer

A learning organization is one that creates a proactive, creative approach to the unknown, characterized by: (1) inspiring and motivating people with a mission and purpose, (2) empowering employees at all levels, (3) accumulating and sharing internal knowledge, (4) gathering and integrating external information, and (5) challenging the status quo and enabling creativity.

Question 14

The following two components of emotional intelligence (EI)deal with personal ability to manage relationships with others.

Accepted Answer

While the first three components of EI are all self-management skills, the last two, empathy and social skill, concern the ability of a person to manage relationships with others.

Question 15

When important decisions need to be made at WBG Construction,CEO Greg Burrill asks all employees with relevant knowledge or a stake in the outcome for their thoughts.This collaborative approach recently led to a decision that not only sold a house but also inspired a new floor plan that appealed to a whole new segment of buyers.This is an example of _____________.

Accepted Answer

This is an example of empowering employees, enabling them to feel that their ideas and initiatives will be valued and will enhance firm performance.

Question 16

Barriers in which the design of organization structure,information processing,and reporting relationships,impede the proper flow and evaluation of information are known as _____________.

Accepted Answer

Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because there are systemic barriers. The design of organization structure, information processing, reporting relationships, and so forth impede the proper flow and evaluation of information.

Question 17

Refusal to share information,conflicts over resources,conflicts between departments and divisions,and petty interpersonal differences are symptoms of which type of barrier to change?

Accepted Answer

Political barriers refer to conflicts arising from power relationships. This can be the outcome of a myriad of symptoms such as vested interests, refusal to share information, conflicts over resources, conflicts between departments and divisions, and petty interpersonal differences.

Question 18

Which of the following does not explain why organizations are prone to inertia and slow to change?

Accepted Answer

Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because many people have vested interests in the status quo; there are systemic, behavioral, and political barriers; and some people have personal time constraints.

Question 19

Functional benchmarking _____________.

Accepted Answer

There are two primary types of benchmarking. Competitive benchmarking restricts the search for best practices to competitors, while functional benchmarking endeavors to determine best practices regardless of industry.

Question 20

Which of the following is not a guideline an organization can use to promote the challenging of the status quo?

Accepted Answer

Perhaps the best way to challenge the status quo is for the leader to forcefully create a sense of urgency. Establishing a culture of dissent can be another effective means of questioning the status quo and serving as a spur toward creativity. Closely related to the culture of dissent is the fostering of a culture that encourages risk taking.

Quiz 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization

All of the following are components of emotional intelligence (EI) except _____________.