Deck 16: Global Leadership

Question 1

Joshua is a leadership development analyst at ComNations. He asserts that his company needs global leadership among individuals who can influence decisions that are made across national borders, but it struggles to develop people with global leadership skills. Which of these statements supports his assertion?

A) Low-level managers lack the interest to develop their own global leadership as a high priority.
B) Low-level managers rate competencies like strategic thinking and execution as low priority.
C) Leadership development programs help managers create plans that identify the training and experiences necessary to lead in a global environment.
D) Effective global leaders become who they are by maintaining standard ways to interpret the world.

Answer 1

A

Question 2

Who among the following individuals is most likely required to exhibit high cultural intelligence?

A) Roger, who has moved to a new country to help set up his company's office
B) Shanaya, who is required to train new employees for global customer services
C) Carl, who is more concerned about his own success than his team members
D) Lily, who is resistant to organizational changes

Answer 2

A

Question 3

In the context of global leadership, which of the following is a similarity between cultural intelligence and contextual resilience?

A) Both involve low-visibility decision-making abilities.
B) Both require individuals to be aware of different ethnic settings.
C) Both require individuals to have low organizational presence.
D) Both are core competencies of bureaucratic control.

Answer 3

B

Question 4

Identify a true statement about global leaders.

A) They must have knowledge of the different markets in which they work.
B) They need not move physically across geographic, cultural, and national boundaries.
C) They need not have a high degree of presence.
D) They have a standard way of interpreting the world.

Question 5

Who among the following is most likely to be an effective global leader?

A) Eason, who takes up a new job profile every six months as he is yet to determine what works best for him
B) Evan, who prefers to stick to a job profile that is in his comfort zone and avoids experiencing new roles
C) Kate, who frequently changes jobs because she feels the work becomes monotonous after some time
D) Ashley, who works across different functions in her company and has the ability to adapt to different cultures

Question 6

In the context of global leadership, which of these is a component of personal integrity?

A) Ability to blend into different local environments quickly
B) Courage to confront painful realities
C) Ability to anticipate roadblocks
D) Adherence to a moral or ethical principle

Question 7

_____ is the process of influencing others to willingly pursue a positive vision in a worldwide context.

A) Global leadership
B) Competitive depositioning
C) Benchmarking
D) Suboptimization

Question 8

A contextual element that makes global leadership different from leadership in general is _____.

A) partisan politics
B) complexity
C) value
D) neutral competency

Question 9

Which of the following is a likely reason for the fact most companies do not have sufficient global leaders among their ranks?

A) Managers are keener on learning to think differently about their purpose as leaders and the way they manage in a global context.
B) Managers are more curious about the world and about people different from themselves.
C) Managers are more concerned with developing competencies that enable them to interpret global scenarios differently.
D) Managers prioritize competencies that help with their immediate responsibilities and performance over global competencies.

Question 10

A leader is said to be high in contextual resilience when he or she:

A) has a high degree of presence within an organization.
B) can effectively deal with stress and new situations.
C) lacks the courage to confront painful realities.
D) has low cultural intelligence.

Question 11

Martha is an honest worker with high ethical standards. She understands the reasons for organizational rules and complies with them. She never considers herself as the best worker but is engaged in continual self-improvement. It can be said that Martha exhibits _____.

A) decentralized decision making
B) horizontal coordination
C) personal integrity
D) external locus of control

Question 12

As the managing director of Paulson & Co., Jacob Wazinsky is keen on implementing policies that will double his company's revenue and halve its global carbon footprint. He inspires and motivates his employees to find innovative ways to achieve this goal and helps them create simple metrics to track the company's progress. It can be said that Jacob is a _____.

A) general counsel
B) papal majordomo
C) global leader
D) chief superintendent

Question 13

Theo Branson, the Chief Executive Officer of Branson Tech., believes that adherence to moral ethical principles does not simply mean compliance with organizational rules. Therefore, he ensures that all new employees attend sessions that explain the reasons behind organizational rules and regulations. It can be said that Theo is concerned about his employees' _____.

A) knowledge of the business
B) horizontal coordination
C) personal integrity
D) low-visibility decision-making abilities

Question 14

Identify a true statement about collaborative synergy.

A) It is the ability to standardize functions across different cultural settings.
B) It enables managers to create an environment to promote individual success.
C) It sets the foundation of the global leadership competency model.
D) It is associated particularly with personalities that are more relaxed.

Question 15

Steve is the owner of a convenience store. All business owners in his neighborhood are required to pay protection money to the local mafia. Steve ends up paying almost 60 percent of the profits he makes from the store as protection money. As a result, he is unable to provide for his family. Under such circumstances, developing which of the following is most likely to help Steve persevere and find a solution?

A) Decentralized decision making
B) Contextual resilience
C) Malice aforethought
D) Cultural intelligence

Question 16

Global leaders require a much higher degree of presence than domestic leaders because _____.

A) unlike domestic leaders, global leaders generally tend to have an external locus of control
B) global leaders pursue competencies like strategic thinking and execution, which help them with their immediate responsibilities and are important to their performance
C) not only must global leaders successfully settle in a foreign country, but they must also travel back to headquarters and interact and communicate with people there
D) unlike domestic leaders, global leaders focus on productivity and efficiency and see themselves as preservers of the status quo

Question 17

Edward Daemon, the Chief Executive Officer (CEO) of InfraTech Inc., is an expatriate settled in Farsia. He has to constantly shuttle between the company's headquarters based in the country of Nimises, its offices in Farsia, and two other countries. Edward's continuous need to travel to stay in touch with his employees best illustrates the importance of a global leader's _____, which is the degree to which an individual is required to move physically across geographic, cultural, and national boundaries, and not just communicate across those through the use of technology.

A) skepticism
B) presence
C) legitimacy
D) burnout

Question 18

Who among the following is most likely to be referred to as a "cultural chameleon"?

A) Fiona, who was recently promoted to a managerial position in spite of negative feedback from her co-workers
B) Tyler, who moved to a new country three months ago and has successfully mentored and established a rapport with his new team
C) Gina, who has successfully set up a new office for NanoTek Inc. in another state within the same country
D) Ashton, who shows more interest in motivating and helping employees belonging to the same cultural background as him

Question 19

Maya Ferguson is the creative head at ZiVeno Apparels. The board of directors at ZiVeno feels that Maya is an effective leader because she is constantly helping her team members achieve company targets and realize their full potential. She coordinates with her superiors and subordinates to ensure collective as well as individual success. She believes that it is important for team members to value and celebrate each other's victories. It can be said that Maya:

A) has low cultural intelligence.
B) has high collaborative synergy.
C) is unlikely to be an effective global leader.
D) is likely to be highly fatalistic.

Question 20

Samantha Fischer, an inventory manager at Gama Retail, is in charge of fulfilling customer requirements for the company's online store that services global markets. To be able to do this, she is required to be aware of patterns of consumer purchase, consumer needs, and consumer service approaches for different countries. Samantha's role illustrates the _____ of global leadership, which arises because managers are operating in multiple countries, dealing with various cultures, and most importantly recognizing that optimal solutions will vary across different countries.

A) permanence
B) centralized hierarchy
C) structural constancy
D) complexity

Question 21

In the context of global leadership, unlike general competencies, company-related competencies _____.

A) include collaborative synergy, contextual resilience, cultural intelligence, and personal integrity
B) are not transferred to other companies easily
C) are not specific to a particular company
D) represent basic leadership survival skills when operating in a foreign environment

Question 22

Which of the following is true of leaders who possess functional excellence?

A) They listen to others outside their team and functional units and engage them in decision making.
B) They focus on good opportunities in local countries that allow organizations to diverge from its strategic focus.
C) They understand that adherence to a moral or ethical principle implies complete compliance with rules or laws.
D) They become who they are by maintaining standard ways of interpreting the world.

Question 23

Erica is a motivational speaker. When speaking at organizational events, she stresses that managers, instead of reprimanding employees when they make mistakes, should encourage them to learn from their mistakes and fix inconsistencies in their moral principles. Erica stresses the importance of _____.

A) personal integrity
B) intuitive policing
C) span of control
D) horizontal coordination

Question 24

As a manager, Clair is concerned with helping her team members achieve their full potential. After every quarter, she meets with them to discuss their individual goals in the company and how she can help them attain those goals. Her objective during these meetings is to identify potential leaders and help them build leadership competencies. In the context of the RAP framework, Clair is _____.

A) recognizing which team member has the aptitude to become a leader
B) providing purpose to the individual goals of her team members
C) attempting to find leadership qualities in all of her team members
D) rationalizing the contributions of each member to the company

Question 25

As the managing director of EQ Solutions, Robert Cavalrie believes that having a global mind-set means bringing in the best ideas from different locations and being open to doing things differently. Which of these statements opposes his assertion?

A) Applying a global mind-set is all about understanding what is going on in the world.
B) Managers with a global mind-set are better than their peers at bringing together ideas from diverse country contexts.
C) Having a global mind-set helps a leader understand and observe the underlying needs of customers.
D) Managers with a global mind-set scan the global environment and use this information to change their behaviors and those of people around them.

Question 26

Jeremy believes that as the head of his department, he has the power to help provide purpose to employee goals and enable them to see how their goals make a difference to the company. Jeremy's belief represents the third component of the _____.

A) LPC scale
B) Blake/Mouton Leadership Grid
C) use-of-force matrix
D) RAP framework

Question 27

Harrison is an expatriate working in the country of Carpalia. He sends his children to foreign schools, lives and socializes in a gated compound with other expatriates, and deals only with other expatriate senior managers at work. He has essentially brought his native country with him. In this scenario, Harrison's international experience is:

A) unlikely to be considered as a proxy for his global leadership ability.
B) likely to help him bring in best-practice ideas from Carpalia to drive more effective and innovative results.
C) unlikely to help him align functions within his company with the company goals.
D) likely to result in the formation of an external locus of control.

Question 28

Kevin is a quality control associate for a consumer goods firm. According to Kevin's appraisal report, his managers identify him as someone who has the ability to ascertain if an otherwise good opportunity is likely to conflict with the organizational vision. They also observe that in spite of being an associate, he is proactive in collaborating with different teams, thus seeking ideas from them and involving them in various decisions. According to his managers, Kevin has _____.

A) low levels of collaborative synergy and contextual resilience
B) high levels of bureaucratic control
C) an external locus of control
D) high levels of company-related competencies

Question 29

In the context of developing leadership competencies in others, which of these is a component of the RAP framework?

A) Appraising a potential leader's desire to lead
B) Providing limited opportunities to potential leaders
C) Recognizing the strengths of potential leaders
D) Providing short-term goals to potential leaders

Question 30

In the context of global leadership, the competencies global mind-set and market savvy are similar in the fact that they both:

A) complicate the process of developing global leadership competencies.
B) represent a deep understanding of a local context in terms of customer needs and market gaps.
C) represent basic leadership survival skills when operating in a foreign environment.
D) restrict a leader's chance to influence the behavior of group members.

Question 31

DX Wells Pharma is known for its high quality health and wellness equipment. One of the ways the company is able to launch equipment with new, unique, and better features ahead of its competitors is by getting its product development team to directly interact with its customers to understand how its products can be improved to attract different customer bases. In the context of global leadership, it can be said that the management at DX Wells Pharma is _____.

A) initiating structure
B) globally standardized
C) contextually resilient
D) market savvy

Question 32

In the context of developing leadership competencies in others, which of the following scenarios is an example of the second step of the RAP framework?

A) As a marketing head, Eva collaborates between members of different teams to ensure smooth flow of work.
B) As a managing director, Fiona mandates that all employees should align their respective behaviors with the company's vision.
C) As a manager, Neil mentors his team members and helps them align their actions with their respective goals.
D) As a team lead, Ryder spends time identifying potential team members as his back-up manager.

Question 33

Haley is an expatriate working in the country of Melton. As she is an expatriate, she puts in more effort to interact with her team members in the Melton offices to get to know them better. She spends time with them outside office hours to learn about the local culture and language. She also takes up roles that she believes will help her gain customer-facing experience that is essential for developing brand-related competencies. In this scenario, Haley's international experience is _____.

A) likely to result in the formation of an external locus of control
B) unlikely to help her bring in best-practice ideas from Melton to drive more effective and innovative results
C) unlikely to help her gain a philosophical understanding of the reasons behind company rules
D) likely to be considered as a proxy for her global leadership ability

Question 34

Corporate vision and _____ are the two company-related competencies necessary to lead global organizations.

A) locus of control
B) functional excellence
C) ballot initiative
D) situational favorableness

Question 35

James is a product engineer working in SmarTech Ltd. His manager feels that with the right opportunities and constant coaching, James can become an effective global leader. If James is a millennial, it is likely that:

A) he will operate on an external locus of control.
B) he will want frequent mentoring to build his skills.
C) he will tend to avoid challenging functional roles.
D) he will tend to avoid roles that require supervising people.

Question 36

In the context of global leadership, unlike global mind-set, market savvy _____.

A) is specific to multiple market contexts
B) tends to be specific to one local market
C) is a company-related competency
D) requires a superficial understanding of customer needs and market gaps

Question 37

In the context of global leadership competencies, which of the following is a location-related competency?

A) Cultural intelligence
B) Functional excellence
C) Market savvy
D) Contextual resilience

Question 38

As the marketing head of an e-commerce firm, Samuel Toru observes consumer purchasing patterns for different regions and collaborates between the inventory, advertising, and customer service departments. This way, he can ensure that the physical and online stores are able to attract different types of consumers and do not run out of stock. In this scenario, Samuel can be said to have _____.

A) functional excellence
B) decentralized decision making ability
C) malice aforethought
D) the duty to retreat

Question 39

AlliedTech, a technology company, aims to achieve sustainable competitive advantage by developing a superior technology that helps the company add more microprocessors to a single chip. Despite getting an opportunity to sell their processor manufacturing department at a higher price, the company chose to work toward its primary aim. It is evident that AlliedTech focuses on _____.

A) corporate vision
B) contextual resilience
C) personal control
D) locus of control

Question 40

Eunice works as a senior business analyst in the Highland office of TheOnlyStore.com, a retail website that caters to a global consumer base. Since her work requires her to collaborate with both the customer service and the product development teams, Eunice has a deep understanding of a native context in terms of customer needs and market gaps. Not only is she able to understand and observe the underlying needs of customers, but she also brings in best practices from different settings and combines them to drive more effective and innovative results. It can be said that Eunice has _____.

A) high levels of external locus of control
B) low levels of ethical charismatics
C) high levels of location-related competencies
D) low levels of contextual resilience

Question 41

Howard is a professor of international business at a state university. After each semester, he asks his students to fill out a questionnaire that identifies their passions and strengths. In this questionnaire, the students are also required to design their ideal global career tracks and outline their short-term career plans. In this scenario, Howard is helping his students _____.

A) improve their overall global leadership ability
B) identify their loci of control
C) set standards for their global performance
D) reengineer situations to fit their career tracks

Question 42

During her performance review, Aurora discusses with her manager, her ideal, multicultural career path and the types of experiences she seeks. Her manager helps clarify her goals and adjusts her expectations about what an international assignment entails. In addition, she conducts informal interviews with managers whose geographic areas of focus interest her, and she expresses interest in working with these people. In this scenario, it can be said that Aurora _____.

A) is interested in multicultural experiences
B) has an external locus of control
C) has low levels of contextual resilience
D) is market savvy

Question 43

Samantha has been working as a business analyst in a start-up for a year. Now, she wants to take a sabbatical to study abroad and gain exposure to foreign cultures. She feels that by doing so, she will be able to contribute in a better way toward company goals and values. It can be said that Samantha is _____.

A) interested in developing her global leadership skills
B) attempting to develop motivational opportunities for her peers
C) attempting to change situational factors to fit her perceived leadership style
D) duplicating the characteristics of her peers' work environments.

Question 44

In the context of developing global leadership competencies, when are employees likely to be offered international assignments?

A) When they appear to be satisfied with directive leadership behavior
B) When they show interest in multicultural experiences
C) When they have an external locus of control
D) When they have low cultural intelligence

Question 45

Identify a goal of the RAP framework.

A) Helping employees enhance their international experiences
B) Ensuring that employees follow standard rules and regulations
C) Allowing employees to participate in decision-making processes
D) Making employees understand that what happens to them is caused by external forces beyond their control

Question 46

What is meant by the statement "working in a global environment requires much more flexibility than working in a domestic environment"?

A) Individuals avoid bringing in the best ideas from different locations and prefer doing things according to a standardized routine.
B) Individuals have the freedom to choose the trade-offs they are willing to make in achieving their goals.
C) Individuals have the freedom to decide to which leadership styles they would like to adapt.
D) Individuals prefer to hold others accountable for the products and services they deliver to clients and the society in which they are operating.

Question 47

Developing global leadership is no easy task and requires significant effort. Justify this statement.

Question 48

Imagine that Marian is a teacher who is interested in assessing her students' global leadership skills. She prepares a questionnaire that will help her identify the students who have the potential to become global leaders with proper guidance and mentoring. In this questionnaire, Marian should ask her students to:

A) provide detailed outlines of their long-term career plans
B) outline their peers' weaknesses
C) identify their peers' strengths
D) identify their respective passions

Question 49

According to one survey of senior executives, roughly 30 percent of U.S. companies admit they have not fully exploited their international growth opportunities because they do not have sufficient global leaders among their ranks. Assess the reasons for the lack of global leadership in such a scenario.

Question 50

Galloway University in Westhigh provides its undergraduate students with exchange programs, which consist of one year of coursework in another country followed by six months of full-time work experience in that country. On returning, students are expected to assess and identify their areas of growth. It can be said that students at Galloway University most likely engage in _____.

A) setting standards of performance
B) reengineering situations to fit their leadership styles
C) improving their overall global leadership ability
D) identifying their individual locus of control

Question 51

Evaluate the importance of flexibility when developing global leadership competencies using an example.

Question 52

Anya has been working as a business expert for two years. Now, she is interested in taking up a managerial position in the company. She informs her managers about her interest and asks them to help her understand the required qualifications and obtain multicultural experiences. Which of following would be a likely consequence for Anya?

A) She is likely to be transferred to a different team.
B) She is likely to be made to justify the reason behind her interest.
C) She is likely to be offered an international assignment.
D) She is likely to be turned down.

Question 53

In the context of developing global leadership competencies, one of the steps that employees should take to be offered international assignments is:

A) supervising and developing large numbers of people.
B) duplicating the characteristics of their coworkers' work environments.
C) getting involved in academic programs that offer opportunities to gain exposure to foreign languages.
D) conducting informal interviews with managers whose geographic areas of focus interest them.

Question 54

Global leadership requires a different skill set than leadership in general. Assess the roles of the contextual elements of complexity, flow, and presence in defining global leadership.

Question 55

Only employees themselves can decide how much they will invest in developing their global leadership skills. Using an example, assess the importance of an academic environment for employees who are interested in improving their global leadership skills.

Question 56

In the context of developing global leadership skills, which of the following is an accurate statement?

A) The most successful global leaders are those who are given opportunities by their organizations to help develop global leadership skills.
B) Working in a global environment requires much more flexibility than working in a domestic environment.
C) Companies often consider international experience as a proxy for global leadership ability because all international experiences are created equal.
D) International assignments are offered at least once to every employee.

Question 57

Assess the role of the RAP framework in helping managers develop global leadership competencies in their team members.

Question 58

Alwyn is a team lead at QuantSoft Technologies. During one of the lead meetings, he proposes that the company should send its managers to its offices in other countries so that they can experience cross-cultural business. It can be said that Alwyn _____.

A) understands the requirements of being a domestic leader
B) is looking to build global leadership competencies in himself
C) believes that his company has effectively developed global leadership competencies
D) is concerned that his peers do not have adequate leadership experience

Question 59

People are more likely to be offered _____ when they reach out to their managers to let them know that they are interested in multicultural experiences.

A) unchallenging people roles
B) monetary advice
C) international assignments
D) candid negative feedback

Question 60

Which of the following illustrates the importance of flexibility when working in a global environment?

A) Matt takes up the position of a senior business expert at Tocale Inc. in Havurny even though he is settled in the country of Sowland because he is open to new experiences.
B) Winona refuses a promotion at work as she would have to relocate.
C) Chris plans to quit his job as a product development expert at Lexaco.com to study project management at a foreign university and gain exposure to foreign culture.
D) Rita plans to take a sabbatical from work to ensure that the duration of her pregnancy is stress-free.