Deck 10: Strategic Leadership

Question 1

Peter Northouse (2016) defines leadership as, "a process whereby an individual influences a group of individuals to achieve a common goal". This view of leadership is made up of the following components:

A) Process
B) Influence
C) Individuality
D) Common goals

Answer 1

A, B, D

Question 2

Management is about dealing with change.

Answer 2

False

Question 3

In distinguishing between leadership and management, John Kotter (1994) argues that management is all about coping with complexity, whereas leadership is about dealing with _______________.

Answer 3

change

Question 4

Various research has found strong leaders to have one or more of the following attributes: Please select all that apply.

A) Empathy
B) Ruthlessness when required
C) A deep understanding of the business
D) Willingness to show weaknesses

Question 5

Which of the following are likely to be leadership activities? Please select all that apply.

A) Formulating strategy
B) Implementing strategy
C) Developing a vision
D) Planning and budgeting

Question 6

Cyert (1990) suggests that leadership involves different functions. These are the organizational function, the interpersonal function and the _______________ function.

Question 7

The below are true for the decision function of leadership: Please select all that apply.

A) A leader takes decisions with a view to making the priorities for participants' attention clear.
B) A leader possesses sufficient industry-specific knowledge to allow him or her to identify changes in their environment into the correct attention focus for participants of the organization.
C) A leader possesses sufficient industry-specific knowledge to allow him or her to translate changes in their environment into the correct attention focus for participants of the organization.
D) Leadership decisions guide and modify individuals' behaviour by focusing on the areas where they want individuals to apply their attention.

Question 8

Senge, in his writing about 'the learning organization', sees learning as involving adaptive learning and integrative learning. Integrative learning can be seen as being similar to:

A) Rote learning
B) Single-loop learning
C) Surface learning
D) Double-loop learning

Question 9

Which of the following are considered roles of the leader in building a 'learning organization'? Please select all that apply.

A) Designer
B) Teacher
C) Guide
D) Steward

Question 10

What could be included in the need for the development of new leadership skills, which need to be disseminated throughout the entire organization? Please select all that apply.

A) Building a shared vision
B) Visualizing
C) Fact realizing
D) Systems thinking

Question 11

The ability to recognize your own emotions and the emotions of others is referred to as _______________________ by Daniel Goleman.

Question 12

Daniel Goleman found that emotional intelligence was twice as important as technical skills and intelligence in jobs at all levels.

Question 13

Emotional intelligence according to Daniel Goleman is manifest in self-awareness, self-regulation, motivation, empathy, and ______________.

Question 14

Macoby (2000) identifies the narcissistic leader as the type of leader who can be destructive as well as effective.

Question 15

The weakness of a narcissistic leader can be seen as they become more successful: Please select all that apply.

A) They are over-sensitive to criticism and become increasingly poor listeners.
B) The brilliant narcissist will eventually be successful.
C) They will tend to be hard on employees who question their views.
D) They do not want to change, and their success simply reinforces the need not to.

Question 16

In a study by Groysberg et al. (2006), it was found that the context made no difference in the success of a leader in different firms.

Question 17

In a study by Groysberg et al (2006), it was found that company-specific human capital is highly portable.

Question 18

In Hofstede's study of the model of culture, the power distance index:

A) Helps to explain the impact of national cultures on leadership styles.
B) Shows a high-power distance for Latin American countries such as Mexico and Guatemala, and for India, France, and Hong Kong.
C) Informs us about independence relationships in a country.
D) Implies that employees in high power distance countries have a preference for leadership that involves a democratic style.

Question 19

Peters' approach portrays top executives as coping with the reality of ____________________ and non-linear events.

Question 20

A methodological issue with Hofstede's study of national cultures is:

A) All of the participants worked for the same firm.
B) All of the participants were men.
C) The sample was too small.
D) The sample was too large.

Question 21

A country that is characterized by an acceptance of unequally distributed authority and influence would measure high on:

A) Uncertainty avoidance
B) Power Distance
C) Masculinity
D) Universalism

Question 22

In Hofstede's model of national culture, UK scores low on uncertainty avoidance.

Question 23

A fifth dimension was added to Hofstede's model of national culture. It is _______________________.

Question 24

Schneider argues that culture is more powerful than anything else in the organization.

Question 25

What might be the reasons why good management ideas may not be adopted within the organization? Please select all that apply.

A) All organizations are living social organisms.
B) They want to be admired.
C) One-size-fit-all interventions.
D) System-focused interventions work.

Question 26

To succeed, any change must align with the organizational culture

Question 27

Which of the following attributes describes a charismatic leader? Please select all that apply.

A) They are dissatisfied with the status-quo.
B) They want to be admired.
C) They can get grandiose ideas that can be destructive.
D) They can capture the imagination of their followers.

Question 28

It is essential for a change agent to come from within the firm.

Question 29

A 'Theory O' change strategy is one which...

A) Concentrates on achieving shareholder value.
B) Seeks to develop the corporate culture.
C) Is characterized by trust and relationships.
D) Is very short-term in nature.

Question 30

It is possible to implement Theory E and Theory O change strategies at the same time.

Question 31

Manager can feel more productive when they undertake tasks rather than planning for them. This is a challenge that can prevent companies from learning.