Deck 11: Global Leadership Issues and Practices

Question 1

Transformational experiences are a recommended part of preparation for global leadership.

Answer 1

True

Question 2

Among the skills necessary for a global leader are cultural adaptability and an ability to build global teams.

Answer 2

True

Question 3

International companies need a new kind of leader for the international environment due to increased complexity.

Answer 3

True

Question 4

Research indicates that global leaders are born, not developed through experience or training.

Question 5

Assessing global leadership skills is a well-understood, basic process.

Question 6

Globalization increases the complexity of the external but not the internal context of the company.

Question 7

A study of the liberal arts disciplines of history, political science, foreign languages, and geography would be a helpful background for an aspiring global leader.

Question 8

Multiplicity and interdependence are among the four dimensions of complexity identified by scholars.

Question 9

Global leaders confront more complex contexts than do domestic leaders.

Question 10

Leadership is synonymous with management.

Question 11

Leadership involves organizing a group of people in order to achieve a common purpose or goal.

Question 12

The GLED model suggests that there are some individual characteristics that are antecedent to the development process.

Question 13

Global teams are a decreasing form for international work, since transportation cost reductions have been implemented in many corporations.

Question 14

Egocentric ruthlessness is a leadership trait admired in some cultures, as suggested by Project GLOBE.

Question 15

Dynamism means that the leader must be dynamic.

Question 16

A global mindset is built on a thorough knowledge of geography.

Question 17

The Global Leadership Triad includes skills in business, relationships, and personal effectiveness.

Question 18

The GLED model is used to develop management skills.

Question 19

There are more global leaders than there is demand for them.

Question 20

Women's leadership skills coincide with global leadership skills.

Question 21

Global teams are characterized by low levels of diversity and high levels of geographic dispersion.

Question 22

Expectations of team leadership style are the same in all cultures.

Question 23

Most virtual teams meet at their launch and during crisis.

Question 24

Virtual communication is more effective than face-to-face communication.

Question 25

In cultures with hierarchical values, such as Japan and Brazil, a single leader with decision-making power is often the case.

Question 26

Creating an environment for team norms to come into play is especially useful in global teams, because they are characterized by high levels of diversity.

Question 27

In collectivist cultures such as Thailand, accountability is assumed at the group level.

Question 28

Bridging involves seeing the other person's point of view.

Question 29

Multiplicity for global team leaders is evidenced by more players in the game than in a domestic setting.

Question 30

Mapping is figuring out a geographical outline for all team members.

Question 31

The three main team leadership activities in any environment are establishing the team, coaching team members, and setting team norms.

Question 32

Teams with strong heartbeats may meet less regularly than at their launch and during crisis.

Question 33

Performance appraisal for global teams is influenced by national-level culture.

Question 34

A way to open up the cultural assumptions team members have is the map-bridge-integrate model.

Question 35

Social loafing is not an issue on virtual teams.

Question 36

Coaching is not important in a diverse team if the norms are strong.

Question 37

Team establishment involves weakly linked member identification to ensure creativity.

Question 38

Effective bridging in a team situation is a substitute for integration.

Question 39

Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

Question 40

Virtual team leadership is similar to co-located team leadership.

Question 41

Research on global change has led to well-developed theories of the process of global change.

Question 42

Global managers who want to drive change need to be able to communicate across cultural boundaries and build trust.

Question 43

Cultures that tolerate high levels of ambiguity, such as Japan and Germany, are likely to be more change-friendly.

Question 44

Acceptable leadership traits across cultures, according to Project GLOBE, include:

A) directive, not afraid of criticizing others, and direct.
B) planning, able to stick to schedule, and able to stay within budget.
C) effective bargainer, dependable, win-win problem solver, and plans ahead.
D) high context, high power distance, and high tolerance for ambiguity.
E) low power distance, female, and low tolerance for ambiguity.

Question 45

According to Warren Bennis:

A) the leader inspires, while the manager controls.
B) the leader orders, while the managers requests.
C) the leader is charismatic, while the manager is a functionary bureaucrat.
D) the leader is acclaimed, while the manager is appointed.
E) the leader initiates, while the manager waits for directives.

Question 46

Seeing what needs to be done is a management, rather than leadership, element.

Question 47

Some of the culture dimensions that are involved in change are tolerance of ambiguity and power distance.

Question 48

Change is understood differently in different cultures, which suggests that leading global change is a challenging process.

Question 49

The influence of organizational culture on change efforts is stronger than the influence of national culture.

Question 50

The interdependence that confronts global leaders results from:

A) needing to depend on others to implement change plans.
B) increased levels of linkage, both within and outside the company.
C) global logistics conditions.
D) outsourcing of manufacturing.
E) offshoring of personnel.

Question 51

Global leaders confront increased ambiguity because:

A) they find themselves unable to make decisions.
B) Unclear information and unclear cause-and-effect relationships create much of the ambiguity global leaders deal with.
C) much of the information they receive is difficult to give meaning to because it lacks clarity or has unclear cause-and-effect relationships.
E) A and B.

Question 52

The route to global leadership:

A) is well established on the MBA foundation.
B) has many options, depending on context.
C) involves recognizing the traits early because global leaders have skills they were born with.
D) is dependent on early career success in accounting or auditing and knowledge of foreign languages.
E) A and D.

Question 53

Kotter's model for change is an eight-step process that includes ways to make the change stick through leadership and succession.

Question 54

The successful domestic leader:

A) can easily adapt to the global arena because the leadership challenges there are the same as those in the domestic arena.
B) faces daunting new skills in transferring to the global leadership arena, skills having to do with understanding a fast-moving environment and cultural differences.
C) can be retrained to lead globally through an international global leadership program.
D) will need to learn foreign languages and nonverbal communication patterns to be a global leader.
E) C and D.

Question 55

Kurt Lewin's model of change involves understanding the need for change, changing, and evaluating the change.

Question 56

People from cultures with high power distance will feel most comfortable with top managers' making decisions and issuing directives.

Question 57

Project GLOBE found that:

A) all cultures think of leadership in the same way.
B) leadership is individualistic to each culture, with little overlap.
C) leadership is nonexistent in some developing countries.
D) leadership tends to be stable in developed economies and unstable in developing economies.
E) some leadership traits are shared among all cultures

Question 58

The foundation of a global mindset is:

A) knowledge of and experience in other cultures.
B) knowledge of foreign languages and cultures.
C) intellectual intelligence and global emotional intelligence.
D) global skills.
E) A, B, and D.

Question 59

Leadership traits viewed universally as unacceptable, according to the Project GLOBE study, are:

A) egocentric, loner, and dictatorial.
B) indecisive, unprincipled, and dishonest.
C) indirect, indecisive, and antisocial.
D) passive, indirect, and unprincipled.
E) indirect, intellectual, and passive.

Question 60

A global mindset involves:

A) a good, fundamental understanding of geography.
B) solid training in foreign languages and geography.
C) an openness to diversity and inclination to synthesize across its borders.
D) early foreign experiences.
E) A and D

Question 61

Assessment instruments can be used to:

A) determine job performance for global assignments.
B) measure cross-cultural adaptability and global leadership competencies.
C) train managers in global leadership.
D) train managers to assess global arena performance.
E) A and D.

Question 62

"Women are inappropriate for global leadership positions." This statement is:

A) true, because of cultural differences.
B) true, because of experience gaps.
C) false, because women have characteristics aligned with global leadership traits.
D) false, because women understand oppression and victimization.
E) true, because if women could do the job, they would be doing it.

Question 63

GLED and Right Stuff are models for:

A) developing global leaders.
B) developing and assessing global assignees.
C) understanding global leadership situations.
D) evaluating global leadership performance.
E) understanding global leadership deficits.

Question 64

The roles of the global leader include:

A) negotiator and change agent.
B) supervisor and administrator.
C) superintendent and monitor
D) marketer and salesperson for change.
E) B and D.

Question 65

The Right Stuff model of global leadership development:

A) focuses on the needs of the firm and develops managers who bring some of the right stuff with them.
B) suggests that global leaders are born, not made.
C) looks to universities to train in global leadership.
D) relies on in-house candidates for global leadership positions.
E) assumes that the firm can provide what the global leadership candidate requires.

Question 66

Brake's leadership triad includes:

A) culture knowledge, foreign languages, and business acumen.
B) business, culture, and geographic acumen.
C) business knowledge, relationship skills, and personal effectiveness skills
D) self-discipline, motivational skills, and business skills.
E) personal, business, and motivational skills.

Question 67

A standardized global leadership development approach:

A) is under development by leading scholars.
B) has been available to firms for many years.
C) The process of global leadership is so complex that it is unlikely that there will be a standardized approach in the foreseeable future.
D) is unlikely, given the complexity of the process.
E) B and C.

Question 68

The GLED model of global leadership development:

A) involves antecedents and a process to build higher levels of expertise.
B) applies to managers already belonging to the company.
C) involves extensive foreign training and language acquisition.
D) is used by the State Department.
E) C and D.

Question 69

Team leadership has these main activities:

A) directing and evaluating.
B) directing and organizing.
C) establishing, coaching, and assessing.
D) establishing, coaching, and setting norms.
E) A and C.

Question 70

Of the skills required for global leaders, there is:

A) a broad array of competencies.
B) a solid understanding that rests on domestic leadership theory.
C) no understanding of what is needed.
D) limited understanding of the global leader's activities.
E) wide consensus on what is needed.

Question 71

The Pyramid Model of Global Leadership identifies:

A) character traits necessary for global leaders
B) The Pyramid Model describes a progression of skills upon which global leadership rests.
C) a progression of skills required for effective global leadership.
D) a progression of activities necessary to build global leadership skills.
E) A and B.

Question 72

Global teams are characterized by:

A) their virtuality and use of many media.
B) their geographic dispersion.
C) their diversity.
D) their differing member contexts.
E) all of the above.

Question 73

Dalton suggests that moral reasoning is a skill:

A) not needed by global leaders.
B) that belongs in the legal arena, not the business arena.
C) needed by global leaders to confront ethical dilemmas.
D) included in the concept of complexity.
E) needed by global managers who implement, not leaders.

Question 74

Global leadership can be regarded as different in kind from domestic leadership because:

A) it requires much more knowledge of foreign languages and geography.
B) the differences between them are inconsequential.
C) their differences are of such great degrees with regard to their level of skills and application.
D) the domestic context does not require travel or knowledge of geography.
E) the domestic context is so limited.

Question 75

The goal of global leadership development is to:

A) tick off the boxes so that management will recognize your skills.
B) build language fluency.
C) obtain the variety of transformational experiences that are needed to develop global leadership capability.
D) build allies and networks in the firm where your skills are recognized.
E) all of the above.

Question 76

If a student wants to become a global leader, she or he might:

A) study abroad and live with host families.
B) build language and cultural fluency.
C) take international internships.
D) travel as much as possible.
E) all of the above.

Question 77

High levels of motivation in teams are likely when:

A) the rewards are substantial.
B) the team has low levels of diversity.
C) team members see one another as each member sees himself or herself.
D) the task is challenging.
E) A and B.

Question 78

"Culture does not affect leadership attributes." This statement is:

A) true, because leadership traits are universal.
B) true, because leadership is a top-down concept.
C) true, because the desire to be led is universal.
D) false, because all cultures understand what leadership is.
E) false, because traits understood as critical for leaders vary some by culture.

Question 79

Development of global leadership skills is:

A) a linear and exacting process.
B) well established and can be followed by anyone wanting to become a global leader.
C) a process that is not individualized.
D) A and
E) a nonlinear process that involves a set of diverse experiences.

Question 80

In establishing the team, the leader wants to:

A) set boundaries for the team.
B) encourage strong member identification with the team and team norms.
C) direct activities so the team can meet its goals.
D) encourage team members to know one another.
E) A and B.