Question 1

The central key to empowerment in a learning organization is
A)trained employees.
B)effective leadership.
C)sufficient financial resources.
D)rigid structure.

Accepted Answer

The central key to empowerment is effective leadership.Empowerment cannot occur in a leadership vacuum.According to Melrose,you best lead by serving the needs of your people.You do not do their jobs for them;you enable them to learn and progress on the job.A manager role becomes one of creating an environment where employees can achieve their potential as they help move the organization toward its goals.Instead of viewing themselves as resource controllers and power brokers,leaders must envision themselves as flexible resources willing to assume numerous roles as coaches,information providers,teachers,decision makers,facilitators,supporters,or listeners,depending on the needs of their employees.

Question 2

Leaders risk creating a culture of fear and micromanagement if they
A)create personal connections with their people through frequent unannounced visits.
B)express their passion frequently.
C)keep their workforce motivated.
D)recognize the opinions of others so that they feel valued.

Accepted Answer

Most effective leaders take time to engage employees individually and in groups,listening to their ideas,suggestions,and concerns and responding in ways that make people feel that their ideas are respected and appreciated.However,if the leader makes too many unannounced visits,it may create a culture of fear and micromanagement.Clearly,striking a correct balance is essential.

Question 3

In order to create an environment where employees can achieve their potential as they move the organization towards its goals,the manager role needs to be that of
A)resource allocator.
B)resource controller.
C)a flexible resource.
D)an advocator of the status quo.

Accepted Answer

Instead of viewing themselves as resource controllers and power brokers,leaders must envision themselves as flexible resources willing to assume numerous roles as coaches,information providers,teachers,decision makers,facilitators,supporters,or listeners,depending on the needs of their employees.

Question 4

Leaders who are ________ show a passion for the work itself,such as seeking out creative challenges,a love of learning,and taking pride in a job well done.
A)self-aware
B)self-regulators
C)socially skilled
D)motivated

Accepted Answer

Motivated people show a passion for the work itself,such as seeking out creative challenges,a love of learning,and taking pride in a job well done.They have a high level of energy to do things better,as well as restlessness with the status quo.They are eager to explore new approaches to their work.

Question 5

Inspiring and motivating people with a mission or purpose is a ________ for developing an organization that can learn and adapt.
A)necessary and sufficient condition
B)necessary but not sufficient condition
C)goal but not a necessary condition
D)goal and a required precondition

Accepted Answer

Inspiring and motivating people with a mission or purpose is a necessary but not sufficient condition for developing an organization that can learn and adapt to a rapidly changing,complex,and interconnected environment.

Question 6

A drawback of EI is that a leader can find it easy to over-identify with others and confuse ________ with ________.
A)intelligence;empathy
B)motivation;empathy
C)empathy;sympathy
D)motivation;intelligence

Accepted Answer

Leaders must be able to appeal to logic and reason and acknowledge the feelings of others so that people feel the decisions are correct.However,it is easy to over-identify with others or confuse empathy with sympathy.This can make it more difficult to make the tough decisions.

Question 7

According to research,effective leaders at all levels of organizations have high levels of Emotional Intelligence (EI).CEOs with high EI excel in all of the following except
A)managing relationships.
B)influencing people.
C)forging alliances inside and outside the firm.
D)ability to discourage outside stakeholders.

Accepted Answer

High-EI CEOs excel in managing relationships,influencing people,and forging alliances both inside and outside the firm.These CEOs can also benefit the firm since their ability to connect with and relate to outside stakeholders helps build the firm's reputation.Thus,firms would benefit from considering more than cognitive ability and easily measured performance metrics when choosing corporate leaders.Including EI as an element to consider would help firms choose superior corporate leaders.

Question 8

Recognizing opportunities and threats in the external environment is vital to firm success.Complexity and rapid evolution make it critical for employees and managers to become more aware of ________ trends and events.
A)internal
B)outside
C)environmental
D)human resource

Accepted Answer

Recognizing opportunities,as well as threats,in the external environment is vital to firm success.As organizations and environments become more complex and evolve rapidly,it is far more critical for employees and managers to become more aware of environmental trends and events,both general and industry-specific,and more knowledgeable about their company competitors and customers.

Question 9

Which of the following is not a guideline an organization can use to promote the challenging of the status quo?
A)establishing a culture of dissent
B)forcefully creating a sense of urgency
C)fostering a culture that encourages risk taking
D)creating a results-based reward system

Accepted Answer

Perhaps the best way to challenge the status quo is for the leader to forcefully create a sense of urgency.Establishing a culture of dissent can be another effective means of questioning the status quo and serving as a spur toward creativity.Closely related to the culture of dissent is the fostering of a culture that encourages risk taking.

Question 10

Which of the following is not an aspect of culture that effective learning organization firms need to develop as they redistribute information,knowledge and rewards?
A)encourage employees to offer ideas,ask questions,and express concerns
B)encourage widespread sharing of information from various sources
C)utilize technology that fosters tighter controls
D)encourage collaborative decision-making and the sharing of best practices

Accepted Answer

Effective organizations must also redistribute information,knowledge (skills to act on the information),and rewards.To do so,firms need to develop a culture that: (1)encourages employees to offer ideas,ask questions,and express concerns;(2)encourages widespread sharing of information from various sources;(3)identifies opportunities and makes it safe to experiment;(4)encourages collaborative decision making and the sharing of best practices;and (5)utilizes technology to facilitate both the gathering and sharing of information.

Question 11

Which of the following is not a part of the three broad sets of capabilities that a leader should possess?
A)technical skills
B)cognitive abilities
C)physical abilities
D)emotional intelligence

Accepted Answer

Leadership traits may be grouped into three broad sets of capabilities: purely technical skills (like accounting or operations research),cognitive abilities (like analytical reasoning or quantitative analysis),and emotional intelligence (like self-management and managing relationships).

Question 12

All of the following are components of emotional intelligence (EI)except
A)self-awareness.
B)self-regulation.
C)self-promotion.
D)empathy.

Accepted Answer

The five components of EI are: self-awareness,self-regulation,motivation,empathy,and social skill.

Question 13

Functional benchmarking
A)is not very useful for organizations with a divisional organizational structure.
B)is used to determine best practices regardless of industry.
C)restricts the search for best practices to competitors.
D)is useful when researching industry-specific standards.

Accepted Answer

There are two primary types of benchmarking.Competitive benchmarking restricts the search for best practices to competitors,while functional benchmarking endeavors to determine best practices regardless of industry.

Question 14

CEOs who are ________ tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.
A)self-aware
B)self-regulators
C)motivated
D)socially skilled

Accepted Answer

Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.They recognize that nothing gets done alone,and they have a network in place when the time for action comes.

Question 15

Which component of emotional intelligence (EI)enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?
A)self-awareness
B)empathy
C)social skills
D)self-regulation

Accepted Answer

Empathy means thoughtfully considering employee feelings,along with other factors,in the process of making intelligent decisions.Globalization typically involves cross-cultural dialogue that can easily lead to miscues.Empathetic people are attuned to the subtleties of body language;they can hear the message beneath the words being spoken.They have a deep understanding of the existence and importance of cultural and ethnic differences.

Question 16

Former CEO of Check Point Software Technologies,Deborah Triant,says that debating is easy,listening with an open mind is not.She says that the worst thing a leader can do in the decision-making process is to voice an opinion before anyone else can.This is an example of a ________ skill.
A)design
B)organization
C)social
D)motivated

Accepted Answer

While the first three components of EI are all self-management skills,the last two-empathy and social skill-concern the ability of a person to manage relationships with others.Social skill may be viewed as friendliness with a purpose: moving people in the direction you desire,whether that's agreement on a new marketing strategy or enthusiasm about a new product.Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.They recognize that nothing gets done alone,and they have a network in place when the time for action comes.A key to developing social skill is to become a good listener-a skill that many executives find to be quite challenging.

Question 17

The medical products company,Medtronic,works to restore patients to full life.They have a holiday party that includes patients,their families,and their doctors who share their survival and recovery stories.What purpose does this holiday party serve for the learning organization?
A)It offers patients a break from their problems.
B)It inspires and motivates employees with a real mission and purpose.
C)It empowers the patients.
D)It discourages employees from participating in office gatherings.

Accepted Answer

A critical requirement of all learning organizations is that everyone feels and supports a compelling purpose.The holiday party inspires employees,who are moved to tears,are able to directly see the results of their work,and are motivated to do even more.

Question 18

Which of the following social skills do many executives find challenging to acquire?
A)having empathy for subordinates
B)being a good listener
C)being a good motivator
D)having a large network in place

Accepted Answer

A key to developing social skill is to become a good listener,which is a skill that many executives find to be quite challenging.

Question 19

Which of the following is not a characteristic of a successful learning organization?
A)It creates a proactive,creative approach to the unknown.
B)It empowers employees at all levels.
C)It regularly engages in activities to reinforce the status quo.
D)It gathers and integrates external information.

Accepted Answer

A learning organization is one that creates a proactive,creative approach to the unknown,characterized by: (1)inspiring and motivating people with a mission and purpose,(2)empowering employees at all levels,(3)accumulating and sharing internal knowledge,(4)gathering and integrating external information,and (5)challenging the status quo and enabling creativity.

Question 20

Which two components of emotional intelligence (EI)deal with the personal ability to manage relationships with others?
A)motivation and self-awareness
B)self-regulation and empathy
C)empathy and social skill
D)motivation and empathy

Accepted Answer

While the first three components of EI are all self-management skills,the last two,empathy and social skill,concern the ability of a person to manage relationships with others.

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

The central key to empowerment in a learning organization is

Leaders risk creating a culture of fear and micromanagement if they

In order to create an environment where employees can achieve their potential as they move the organization towards its goals,the manager role needs to be that of

Leaders who are ________ show a passion for the work itself,such as seeking out creative challenges,a love of learning,and taking pride in a job well done.

Inspiring and motivating people with a mission or purpose is a ________ for developing an organization that can learn and adapt.

A drawback of EI is that a leader can find it easy to over-identify with others and confuse with .

According to research,effective leaders at all levels of organizations have high levels of Emotional Intelligence (EI) .CEOs with high EI excel in all of the following except

Recognizing opportunities and threats in the external environment is vital to firm success.Complexity and rapid evolution make it critical for employees and managers to become more aware of ________ trends and events.

Which of the following is not a guideline an organization can use to promote the challenging of the status quo?

Which of the following is not an aspect of culture that effective learning organization firms need to develop as they redistribute information,knowledge and rewards?

Which of the following is not a part of the three broad sets of capabilities that a leader should possess?

All of the following are components of emotional intelligence (EI) except

Functional benchmarking

CEOs who are ________ tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.

Which component of emotional intelligence (EI) enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?

Former CEO of Check Point Software Technologies,Deborah Triant,says that debating is easy,listening with an open mind is not.She says that the worst thing a leader can do in the decision-making process is to voice an opinion before anyone else can.This is an example of a ________ skill.

The medical products company,Medtronic,works to restore patients to full life.They have a holiday party that includes patients,their families,and their doctors who share their survival and recovery stories.What purpose does this holiday party serve for the learning organization?

Which of the following social skills do many executives find challenging to acquire?

Which of the following is not a characteristic of a successful learning organization?

Which two components of emotional intelligence (EI) deal with the personal ability to manage relationships with others?