Question 1

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

The three broad sets of capabilities that a leader should possess are technical skills, cognitive abilities, and emotional intelligence. Physical abilities are not typically considered a necessary part of leadership capabilities.

Question 2

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 awareof ________ trends and events.
A) internal
B) outside
C) environmental
D) human resource

Accepted Answer

Recognizing opportunities and threats in the external environment pertains to environmental trends and events outside of the company, making choice C the most appropriate. While internal factors and human resource issues are important to address, they are not as directly linked to recognizing external opportunities and threats.

Question 3

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

Accepted Answer

Self-promotion is not a component of emotional intelligence (EI). The correct term is actually self-motivation, which is a part of self-management, along with self-regulation. The other components of EI are self-awareness, empathy, and social skills.

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

The description fits the quality of being motivated, as motivated leaders have a strong drive for achievement and a desire to produce excellent results. Self-awareness involves understanding one's emotions and their impact on others; self-regulation involves controlling one's emotional reactions; and social skills involve effectively communicating and interacting with others. While all of these traits may also be important for effective leadership, the given description is specifically related to motivation.

Question 5

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

Empathy is the ability to understand and share the feelings of others, while sympathy involves taking on those feelings and experiencing them oneself. Over-identifying with others through high levels of empathy can lead a leader to take on the negative emotions of those around them, such as stress or anxiety, and can impact their decision-making abilities. This is why it's important for leaders to not only have high emotional intelligence but also maintain boundaries with their team members.

Question 6

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

Utilizing technology that fosters tighter controls goes against the idea of encouraging widespread sharing and collaboration. Effective learning organizations should prioritize openness and trust to facilitate knowledge sharing and innovation.

Question 7

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 is the component of emotional intelligence that enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences. It involves the ability to understand and share the feelings of others, which is crucial for building strong relationships and creating a diverse and inclusive workplace culture. By demonstrating empathy, a manager can show respect for different perspectives, foster open communication, and make decisions that are sensitive to cultural and social differences.

Question 8

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

A manager who acts as a flexible resource is able to adapt and adjust to the varying needs and strengths of their team members. This allows them to effectively allocate resources, including time and training, in a way that supports the growth and development of each individual, as well as the overall success of the organization. A manager who simply allocates resources may not take into account the unique needs of each team member, while a manager who controls resources too much may stifle creativity and hinder progress. Advocating for the status quo may also limit growth and innovation within the organization. Overall, being a flexible resource allows a manager to support and encourage their team in achieving their full potential.

Question 9

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 10

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

The holiday party serves to inspire and motivate employees with a real mission and purpose. By hearing the survival and recovery stories of patients and the impact that Medtronic's products have had on their lives, employees can feel more connected to their work and understand the importance of what they do. The party also likely serves to build camaraderie and a sense of community among employees, which can contribute to a positive learning organization culture. Choices A, C, and D are not relevant or supported by the information provided.

Question 11

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 successful learning organization aims to continuously adapt and improve. Regularly engaging in activities to reinforce the status quo goes against this goal and does not contribute to becoming a successful learning organization. Choices A, B, and D are all characteristics of a successful learning organization.

Question 12

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

While creating personal connections with employees is important, frequent unannounced visits can make employees feel monitored and cause them to worry about potential negative consequences. This can lead to a culture of fear and micromanagement. It's better to schedule visits or have an open-door policy for employees to approach their leader.

Question 13

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

Deborah Triant is describing a social skill, which involves effective communication and active listening in order to promote understanding and collaboration. Specifically, she emphasizes the importance of listening with an open mind and avoiding premature judgment in decision-making processes.

Question 14

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

The ability to discourage outside stakeholders is not a trait that is associated with high levels of Emotional Intelligence in effective leaders. Effective leaders with high EI tend to focus on building positive relationships and forging alliances.

Question 15

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 16

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 17

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 18

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) motivationand empathy

Accepted Answer

Empathy and social skill are the two components of emotional intelligence that deal with the personal ability to manage relationships with others. Empathy enables you to understand and resonate with others' emotions, while social skill allows you to interact with others effectively and build and maintain relationships.

Question 19

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

The statement mentions that CEOs with this characteristic are skilled at building rapport and have a wide circle of acquaintances, which are indicative of social skills. Option A (self-aware) and B (self-regulators) are not directly related to having a wide circle of acquaintances or building rapport. Option C (motivated) may be a desirable trait but does not necessarily correlate with having a wide circle of acquaintances or building rapport.

Question 20

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

Effective leadership is the central key to empowerment in a learning organization. Without effective leadership, employees may not be motivated to take ownership of their work and develop their skills and knowledge. Empowerment involves giving employees the authority and tools they need to make decisions and take action, which requires strong leadership to ensure that employees feel supported and encouraged to do so. Trained employees, sufficient financial resources, and a rigid structure may all be important elements of a learning organization, but they are not as central to empowerment as effective leadership.

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

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

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 awareof ________ trends and events.

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

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

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

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

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

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 is not a characteristic of a successful learning organization?

Leaders risk creating a culture of fear and micromanagement if they

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.

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

Functional benchmarking

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

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

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

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

The central key to empowerment in a learning organization is