Deck 14: International and Culturally Diverse Aspects of Leadership

Question 1

Diversity is most likely to enhance business performance when:

A) the organization provides consumer products or services.
B) the organization provides industrial products or services.
C) the organization culture supports diversity.
D) at least 20 percent of the employees are from a protected group.

Answer 1

C
The general picture is that cultural diversity can drive business development. By reflecting the demographics of the community, companies become more desirable in the global marketplace. See "The Advantages of Managing for Diversity." 

Question 2

To motivate diverse people to actually buy products, a company's sales representative should be:

A) multicultural.
B) inflexible.
C) laid back.
D) ethnocentric.

Answer 2

A
A marketing advantage of managing for diversity is that many people from culturally diverse groups prefer to buy from a company with a good reputation for managing diversity. See "The Advantages of Managing for Diversity."

Question 3

Hospital administrator Amanda has an urgent time orientation. She is likely to:

A) be laid back and casual about time.
B) value time as a scare resource.
C) invite her staff to participate in many retreats.
D) enjoy sitting through presentations of substantial length.

Answer 3

B
Amanda has an urgent time orientation and is likely to perceive that time is a scarce resource. Time orientation is the importance nations and individuals attach to time. People with an urgent time orientation perceive time to be a scarce resource and tend to be impatient. See "Cultural Factors Influencing Leadership Practice."

Question 4

The typical behavior of French managers in major French corporations illustrates how:

A) cultural values influence leadership style.
B) control systems vary across cultures.
C) leadership styles have become quite similar across cultures.
D) the consensus style of management is popular in Europe.

Question 5

A study found that when executives on overseas assignments had low emotional intelligence, they often:

A) were highly successful.
B) failed in their assignments.
C) demanded a permanent assignment.
D) demanded to return to a home-based assignment quickly.

Question 6

Which of the following is not one of the three components of cultural intelligence?

A) Cognitive CQ
B) Financial CQ
C) Physical CQ
D) Emotional/motivational CQ

Question 7

According to research, two success factors for international management positions are:

A) being high on power distance and uncertainty avoidance.
B) being multilingual and having foreign-born parents.
C) sensitivity to cultural differences and being culturally adventurous.
D) ethnocentrism and patriotism.

Question 8

Major account executive Katrina is visiting another country, and soon discovers that her customers will not talk about business until the group has dined together for several hours. Katrina would show cultural sensitivity by:

A) attempting to conduct business as soon as the main meal is completed.
B) explaining that her company discourages wasting time.
C) explaining with tact that the group is wasting time and money.
D) trying to understand the dining tradition.

Question 9

Which of the following is least likely to be a source of cultural misunderstanding?

A) Language differences
B) Work habits
C) Women's roles
D) Entertaining in restaurants

Question 10

Workers with a high-power-distance value tend to accept the idea that:

A) people from different cultures also have power.
B) they may not achieve power until the distant future.
C) people have unequal power throughout the firm.
D) power comes through hard work.

Question 11

A marketing advantage for a company having a multicultural work force is that:

A) programs can be readily developed to reach a targeted ethnic or racial group.
B) company employees are more likely to buy its products.
C) the company will receive a seal of approval from the United Nations.
D) the price of company stock is likely to rise.

Question 12

A contextual chameleon is a global leader who:

A) adapts to unfamiliar roles and environments.
B) quotes different prices for customers in different countries.
C) speaks at least two foreign languages.
D) explains to overseas workers why his or her leadership style is the best.

Question 13

In contrast to his or her southern counterpart, the stereotypical northern U.S. manager is likely to be:

A) laid back and interested in relationship building.
B) brusque and impatient for results.
C) concerned about gender differences.
D) concerned about conducting business ethically.

Question 14

It is recommended that global leaders must:

A) tap into a deep, universal layer of human motivation.
B) recognize that universal needs rarely exist across cultures.
C) emphasize extrinsic (external) motivation for most workers.
D) recognize that people will work for a cause but die for money.

Question 15

A term developed to replace diversity (with respect to organizations) is:

A) exclusion.
B) inclusion.
C) affirmative action.
D) workforce blending.

Question 16

A major challenge in providing leadership to cross-cultural teams is that the team members may:

A) in most part be looking for a transfer to the United States.
B) not be willing to work in different time zones.
C) refuse to cooperate with a foreigner.
D) have different attitudes toward hierarchy and authority.

Question 17

When faced with conflict, a Malaysian manager is likely to:

A) give in readily to the other side.
B) ignore the situation.
C) be diplomatic in finding a solution.
D) look for ways to intensify the conflict.

Question 18

A study of about 457 German managers indicated that they had a pronounced cultural value related to:

A) compassion for average-performing workers.
B) a belief in low technology.
C) a weak performance orientation.
D) a strong performance orientation.

Question 19

To attain the highest level of cultural intelligence, it is important that _____.

A) a person's head, body, and heart work together smoothly
B) a person follows a convergent learning style with broad cultural interests
C) managers be brusque and aggressive with subordinates
D) companies focus on diversity only when hiring people for entry-level positions

Question 20

Call center manager Charlie has a strong performance orientation value. He is most likely to:

A) be quite confrontational when a customer is unrealistic.
B) treat men and women workers at the call center differently.
C) encourage high standards of excellence at the call center.
D) set high work standards for himself and low standards for others.

Question 21

The major purpose of diversity training is to:

A) conform with affirmative action legislation.
B) get people to express their hidden prejudices.
C) bring about workplace harmony.
D) break down status barriers between managers and employees.

Question 22

A useful guideline in motivating workers from different cultures is to:

A) offer financial rewards in their own currency.
B) figure out which rewards have high valence for them.
C) recognize that relatively few workers have higher-level needs.
D) recognize that relatively few workers have lower-level needs.

Question 23

Research on workgroups suggests that groups composed of people with diverse perspectives consistently underperformed as a team.

Question 24

Todd, an American strategy specialist, visits his company's Italian affiliate. He is introduced to Annette, a native Italian and the human resources director of the Italian affiliate. Todd should probably:

A) give Annette an American-style bear hug.
B) kiss Annette rather firmly on the forehead.
C) lightly kiss Annette on the lips.
D) lightly kiss Annette on both cheeks.

Question 25

A key characteristic of an organization with leadership diversity is that:

A) there is a heterogeneous group of leaders.
B) diversity is confined to ethnicity.
C) considerable job rotation takes place among company leaders.
D) diversity is limited to sex.

Question 26

Morton, an employee in a multicultural firm, comes from a country with high uncertainty avoidance. Morton would appreciate it if his manager explained rules and procedures clearly to him.

Question 27

A major challenge in developing a diverse workforce is:

A) getting the culturally diverse employees to work together smoothly.
B) increasing the voluntary turnover rate a little.
C) reducing turnover among the minority group members hired.
D) finding minority group members to promote.

Question 28

A strong performance orientation is a strong cultural value, as indicated by a study of German middle managers.

Question 29

The clearest commitment to valuing diversity occurs when:

A) the organization holds a celebration valuing diversity.
B) valuing diversity is incorporated into organizational strategy.
C) a minority group member is appointed as diversity coordinator.
D) an organization develops a diverse base of customers or clients.

Question 30

An advantage of managing for diversity is that it reduces turnover among minority group members.

Question 31

People are considered to have good cultural intelligence when they can:

A) readily interpret the meaning of a smile from a foreigner.
B) use their ATM card to withdraw money in a foreign country.
C) ask "Where is the post office" in three different languages.
D) name all seven continents in less than one minute.

Question 32

Workers from a society that emphasizes in-group collectivism are likely to ask, "What's in it for me?" before accepting a leader's attempts at motivation.

Question 33

A problem in hiring for person-organization fit is that:

A) the corporate culture might be weakened.
B) candidates whose values fit the organization might be excluded.
C) it might inadvertently discriminate against protected classes of workers.
D) group characteristics may receive too little attention.

Question 34

Diverse workgroups often increase both the opportunity for diversity and the chance that group members will be dissatisfied and fail to identify with the group.

Question 35

Part of the marketing advantage of diversity is that a workforce that matches up with the diversity of the company's customer base has an edge in appealing to those customers.

Question 36

A key initiative for retaining minority group members and assisting in their advancement is:

A) employee network groups.
B) diversity training.
C) outdoor training.
D) mentoring.

Question 37

The typical Malaysian manager is likely to lack compassion for workers and at the same time be highly participative.

Question 38

Members of an employee network group:

A) always segregate themselves from the workforce.
B) affiliate on the basis of a group characteristic such as race.
C) stay in touch globally through the company intranet.
D) conduct audits of diversity within the company.

Question 39

The stereotype of the leadership style of the manager in the southern U.S. is that he or she is laid back and interested in relationship building.

Question 40

Being multilingual is more important than being multicultural in persuading a person from another culture to purchase your product or service.

Question 41

Alexander, a PR professional at a multinational company, was on an official trip to a country to establish business relations with the companies there. The host nation was known to highly value conservative traditions and customs. Alexander understood that the inhabitants of the host nation prefer others not to enter their personal space, and hence maintained a considerable personal distance from the representatives of the host nation during the business meetings. Alexander later realized that he placed himself in an isolated position in an effort to value the host nation's tradition. In the context of cultural intelligence, Alexander is likely to have a high level of which of the following components?

A) Motivational CQ
B) Power distance
C) Assertiveness
D) In-group collectivism

Question 42

Many people are concerned that diversity training tends to reinforce stereotypes about groups.

Question 43

Mauricia Corp., a biotechnology firm, has initiated a program that encourages employees to form groups on the basis of a particular characteristic such as race, sex, ethnicity, etc. Mauricia Corp's initiative is based on the belief that such programs would help team members to discover their true potential and climb up the corporate ladder. Which of the following is a likely disadvantage of such a set up?

A) It could result in a reduction in productivity.
B) It could lead to divisiveness.
C) It may widen power distance.
D) It may heighten the sense of individualism.

Question 44

Oscar, an extrovert, enjoys meeting new people and traveling to remote areas. He quits his job as an investment banker to find a new and exciting job that would also give him a high level of work satisfaction. Oscar has now got a job in a non-profit organization that requires him to travel to a number of underdeveloped countries and localities to provide his services. The given scenario is an example of:

A) an effective leadership diversity.
B) uncertainty avoidance.
C) a good person-organization fit.
D) cultural intelligence.

Question 45

Scarlett is an advertising executive whose projects are spread across various countries. She has the ability to influence her counterparts in other countries through her patience, adaptability, sensitivity to other ethnic communities, and willingness to acquire knowledge about local customs and traditions. Which of the following terms best describes Scarlett?

A) Time-oriented leader
B) Cross-cultural leader
C) Assertive leader
D) Power distant leader

Question 46

ChocoTruck Inc., a manufacturer of cocoa-based products, has its retail outlets across the country. The company's top executive positions and managerial positions are being held by people belonging to several ethnic minority and majority communities. Gender equality is also emphasized in the process of recruitment. ChocoTruck Inc. practices:

A) leadership diversity.
B) power distance.
C) work orientation.
D) elitist management policies.

Question 47

Benjamin Corp., a farmer-owned dairy cooperative company, procures milk from a number of farmers in the locality and distributes packaged products to retailers across the state. The cooperative company has been successful over the years due to its emphasis on values such as loyalty, pride, and cohesiveness. In which of the following dimensions is the company likely to score the highest?

A) Assertiveness
B) Power distance
C) Gender egalitarianism
D) In-group collectivism

Question 48

A key principle in conducting business with people from another culture is to be firm and unyielding to avoid being taken advantage of.

Question 49

A key aspect of cultural intelligence is to be able to interpret someone else's unfamiliar and ambiguous gestures the same way as his or her compatriots would.

Question 50

Samuel, the CEO of a pulp and paper company, has been successful in expanding his company's distribution centres from five to thirty countries in two years. This has been largely attributed to his ability to connect with and motivate employees from various backgrounds and ethnicities competently. Samuel is:

A) a leader who has a high degree of uncertainty avoidance.
B) a power distant leader.
C) an effective multicultural leader.
D) an aggressive, inconsiderate leader.

Question 51

Noah is a senior manager at a multinational durable products manufacturing company. He has recently been assigned the task of visiting the company's subsidiaries in other countries to assess the performance and improve business ties. Noah is a little nervous about this assignment since he has never been to another country on a business agenda and has very little exposure to foreign cultures. If you were Noah's boss, what advice would you provide him?

Question 52

William, the CEO of a business empire which has its presence in eight different industries in twenty countries, possesses the expertise to persuade and convince people of other countries to accept his business ideas. William can be considered as a leader who:

A) accepts societal hierarchy.
B) maintains power distance.
C) possesses global leadership skills.
D) emphasizes time orientation.

Question 53

A market research works on a variety of projects sourced from across the country. It has a deliberate policy of employing research team members from a variety of cultural minorities such as Asians, Africans, Hispanics, and Native Americans. This policy of the firm is likely to:

A) expand power distance.
B) enhance team performance.
C) result in the creation of standard processes for data analysis.
D) reduce the degree of time orientation.

Question 54

Generational differences, such as those between the young and old, represent a cultural difference managers must take into account in leading groups.

Question 55

A study demonstrated that high emotional intelligence contributed to executive failure on overseas assignments because the executives were too concerned about feelings.

Question 56

Owen Corp., a company operating in the retail industry, has an implicit policy of recruiting candidates from the majority community. Its rival firm, which encourages job applications from diverse backgrounds, has been registering a higher profit consistently. In the context of the implicit recruitment policy at Owen Corp., which of the following is more likely to contribute to such a pattern in profitability?

A) It could have shrunk its supply of potential candidates.
B) It may have contributed to a large amount of foreign fund flow leading to decreasing profit levels.
C) It could have possibly resulted in an increasing power distance within the organization.
D) It may have contributed to a large pool of overqualified professionals performing less challenging jobs.

Question 57

Realizing the advantages of a diverse workforce in an organization, Michael, the CEO of a food processing firm, announces a workforce expansion policy that would concentrate on recruiting people from diverse backgrounds. Michael calls on his senior HR manager to ask for his suggestions on the recruitment policy. If you were the senior HR manager, what would you suggest to make the recruitment policy workable?

Question 58

Clifford Inc., a global media firm, has been experiencing a steady reduction in its global market share. It was found that the company's management and administrative positions were occupied by the majority community which was in a way hindering the creative growth of the company. If you were a senior advisor to the top management of the company, what would you suggest to bring about a positive improvement in the firm?

Question 59

Tolerance for ambiguity is an asset for overseas executives because guidelines on how to behave in most cross-cultural situations are not clear cut.

Question 60

An example of the cross-cultural challenges faced by international workers is to know when and with whom facial cheek kissing as a greeting is appropriate.