Question 1

Poor organizational design by leaders can result in all the following except
A)lack of understanding of responsibility and accountability among managers.
B)inadequate or inappropriate budgeting and control systems.
C)reward systems that do not motivate individuals toward desired organizational goals.
D)teams,systems,and organizational processes that facilitate implementation.

Accepted Answer

Many leaders have difficulty implementing their vision and strategies.Such problems may stem from a variety of issues in the design of the organization,such as: a lack of understanding of responsibility and accountability among managers,reward systems that do not motivate individuals (or collectives such as groups and divisions)toward desired organizational goals,inadequate or inappropriate budgeting and control systems,or insufficient mechanisms to integrate activities across the organization.

Question 2

The CEO scraps the company commission-based reward system because it rewards employees for inappropriate behavior.This is an example of
A)ethical behavior.
B)designing the organization.
C)unethical behavior.
D)the failure to maintain the status quo.

Accepted Answer

In designing the organization,successful leaders are actively involved in building structures,teams,systems,and organizational processes that facilitate the implementation of their vision and strategies.

Question 3

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?
A)systemic barriers
B)political barriers
C)behavioral barriers
D)entry barriers

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 4

A strategic vision provides many benefits.Which of the following is not one of those benefits?
A)a clear future direction
B)a framework for their organization mission and goals
C)enhanced employee communication and commitment
D)the ability to influence the environment of the firm

Accepted Answer

A strategic vision provides many benefits: a clear future direction;a framework for the organization mission and goals;and enhanced employee communication,participation,and commitment.

Question 5

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 ________.
A)a learning organization;an ethical organization
B)a following organization;an ethical organization
C)a learning organization;an efficient organization
D)an efficient organization;a learning organization

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 6

The source of referent power is
A)subordinate identification with the leader.
B)leader identification with the subordinates.
C)derived from the fact that the manager can potentially act as a reference when the employee applies for another job.
D)derived from manager ability to provide effective incentives to employees.

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 7

Former GVO marketing director,David Lieberman,tells a story about a new product idea proposed by a creative person.The idea was loved by everyone except a high-ranking manufacturing representative who rejected the idea because the new proposal involved a color change which he implied would create a spare-parts problem.Because his experience in manufacturing involved cost cutting,lean inventories and focus,he could not conceive of how this new product proposal would be good for innovation.This is an example of what kind of organizational barrier?
A)vested interests in the status quo
B)personal time constraints
C)behavioral barrier
D)systemic barrier

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 8

Choose the best answer: Leaders play a key role in developing and sustaining organization
A)the status quo.
B)culture.
C)reporting relationships.
D)rules and regulations.

Accepted Answer

Leaders play a key role in changing,developing,and sustaining organization culture.

Question 9

According to the textbook,________ and ________ must accept personal responsibility for developing and strengthening ethical behavior throughout the organization.
A)bankers,employees
B)employees,external stakeholders
C)managers,top executives
D)managers,stockholders

Accepted Answer

The behavior and values of a leader can make a strong impact on an organization-for good or for bad.Managers and top executives must accept personal responsibility for developing and strengthening ethical behavior throughout the organization.They must consistently demonstrate that such behavior is central to the vision and mission of the organization.Several elements must be present and reinforced for a firm to become highly ethical,including role models,corporate credos and codes of conduct,reward and evaluation systems,and policies and procedures.

Question 10

Coercive power is the
A)power exercised by use of fear of punishment for errors of omission or commission by employees.
B)power of persuasion exercised by a charismatic leader to get compliance from reluctant subordinates.
C)arises from manager access,control,and distribution of information that is not freely available to everyone in an organization.
D)ability of the leader or manager to confer rewards for positive behaviors or outcomes.

Accepted Answer

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

Question 11

Which of the following does not constitute organizational bases of leader power?
A)legitimate power
B)reward power
C)referent power
D)coercive 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 12

Which of the following statements about leadership is false?
A)Leadership is focused on the creation and implementation of a creative vision.
B)Leadership is the process of transforming organizations from what they are to what the leader would have them become.
C)Leaders work to build a status quo and seek control mechanisms to maintain it.
D)Effective implementation of strategy is essential for successful leadership.

Accepted Answer

Leadership is proactive,goal-oriented,and focused on the creation and implementation of a creative vision.Leadership is the process of transforming organizations from what they are to what the leader would have them become.This definition implies a lot: dissatisfaction with the status quo,a vision of what should be,and a process for bringing about change.

Question 13

________ are obstacles in which the design of organization structure,information processing,and reporting relationships,impede the proper flow and evaluation of information.
A)Systemic barriers
B)Behavioral barriers
C)Political barriers
D)Barriers to entry

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 14

________ are obstacles associated with a managerial tendency to look at issues from a biased or limited perspective.
A)Systemic barriers
B)Behavioral barriers
C)Political barriers
D)Barriers to exit

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 15

Fisk Johnson is the fifth generation CEO of the family firm,SC Johnson.The combination of the ________,its ________,and its story-driven culture reinforce the willingness of the firm to lead the market in environmental awareness.
A)ownership structure of the firm,strong leader
B)listing of fragrances,financial awareness
C)ownership structure of the firm,employee union
D)employee participation,weak leadership

Accepted Answer

The combination of the ownership structure of the firm,its strong leader,and its story-driven culture reinforce the willingness of the firm to lead the market in environmental awareness.For example,in early 2016,Fisk decided that SC Johnson would be the first firm to list 100 percent of the fragrance ingredients it uses.He saw this decision as a means to push itself and its rivals to use more environmentally friendly fragrance ingredients.

Question 16

Which of the following is an important characteristic of a leader?
A)strives to maintain the status quo
B)goal-oriented
C)reactive
D)focused on past performance

Accepted Answer

Leadership is proactive,goal-oriented,and focused on the creation and implementation of a creative vision.Leadership is the process of transforming organizations from what they are to what the leader would have them become.This definition implies a lot: dissatisfaction with the status quo,a vision of what should be,and a process for bringing about change.

Question 17

When Target offered online purchasing of groceries for in-store pick up and then store delivery to customer locations it realized that their supply chain logistics no longer matched with the demands of this new offer.This is an example of what kind of barrier to change?
A)vested interests in the status quo
B)personal time constraints
C)behavioral barrier
D)systemic barrier

Accepted Answer

The design of the organization structure,information processing,reporting relationships,and so forth impedes the proper flow and evaluation of information.A bureaucratic structure with multiple layers,onerous requirements for documentation,and rigid rules and procedures will often inoculate the organization against change.Target made several efforts to overcome systemic barriers in their supply chain operations.

Question 18

Effective leadership is like a three-legged stool.Which of the following is not represented by one of the stool legs?
A)maintaining the status quo
B)nurturing a culture dedicated to excellence and ethical behavior
C)setting a direction
D)designing the organization

Accepted Answer

Many authors contend that successful leaders must recognize three interdependent activities that must be continually reassessed for organizations to succeed.These activities include: (1)setting a direction,(2)designing the organization,and (3)nurturing a culture dedicated to excellence and ethical behavior.

Question 19

Expert power is derived from
A)organizationally conferred decision-making authority.
B)manager access,control,and distribution of information that is not freely available to everyone in an organization.
C)referent power.
D)leader capability and knowledge in a particular field.

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 20

Which of the following does not explain why organizations are prone to inertia and slow to change?
A)personal time constraints
B)political barriers
C)vested interests in the status quo
D)entry barriers

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.

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

Poor organizational design by leaders can result in all the following except

The CEO scraps the company commission-based reward system because it rewards employees for inappropriate behavior.This is an example of

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?

A strategic vision provides many benefits.Which of the following is not one of those benefits?

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 .

The source of referent power is

Choose the best answer: Leaders play a key role in developing and sustaining organization

According to the textbook, and must accept personal responsibility for developing and strengthening ethical behavior throughout the organization.

Coercive power is the

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

Which of the following statements about leadership is false?

________ are obstacles in which the design of organization structure,information processing,and reporting relationships,impede the proper flow and evaluation of information.

________ are obstacles associated with a managerial tendency to look at issues from a biased or limited perspective.

Fisk Johnson is the fifth generation CEO of the family firm,SC Johnson.The combination of the ,its ,and its story-driven culture reinforce the willingness of the firm to lead the market in environmental awareness.

Which of the following is an important characteristic of a leader?

When Target offered online purchasing of groceries for in-store pick up and then store delivery to customer locations it realized that their supply chain logistics no longer matched with the demands of this new offer.This is an example of what kind of barrier to change?

Effective leadership is like a three-legged stool.Which of the following is not represented by one of the stool legs?

Expert power is derived from

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