A fully engaged employee is one who care deeply about the organization and actively
seeks to serve the mission.
a. True
b. False
Which of the following is a difference between strategies and execution?
a. Strategies specify “What do we do right now?”, whereas execution provides direction
for translating a vision into action.
b. Strategies do not come naturally, whereas execution comes naturally.
c. Strategies are more important than execution in strategic leadership.
d. Strategies are intentions, whereas execution is through the basic organizational
architecture that makes things happen.
can encourage employee commitment to the core purpose of an organization, its
specific goals, and the basic means used to accomplish goals. Itcandetenninehow1he
organization meets goals and deals with outsiders.
a. Ccrnpetitiveness
b. Culture
c. Passiveness
d. SenJirnents
In the context of using substitutes for leadership, which of the following factors tends to
substitute for leader task orientation?
a. Love-based motivation
b. Socialization
c. Forrnalized mles
d. Creative and ill-defmed tasks
Which of the following statements is true of systems thinking?
a. It sees diverse perspectives as a threat.
b. It includes the ability to see the separate elements of a system.
c. It creates a gap between current reality and the vision of a better future.
d. It is a mental discipline for seeing patterns and interrelationships.
A good vision brings out the best in people by:
a. giving them an opportunity to go where they have gone before.
b. letting them be part of something bigger than themselves.
c. being the property of the leader.
d. persisting in the face of changing technologies or economic conditions.
Which of the following is an important aspect that should be kept in mind by active
leaders?
a. Uniform thinking should be encouraged among employees.
b. Decision making should be avoided if adequate information is not available.
c. Setbacks have to be managed with a pessimistic mindset.
d. Competing points of view have to be managed, with some people left unsatisfied.
A powerful vision:
a. is the organization’s core broad purpose and reason for existence.
b. persists in the face of changing technologies, economic conditions, or other
environment shifts.
c. serves as an opportunity to people to go where they have gone before.
d. provides a measure by which employees can gauge their contributions to the
organization.
A discussion’s focus is to reveal feelings and builds common ground, with the emphasis
on inquiry rather than advocacy.
a. True
b. False
Employees resist change because:
a. it violates creative intuition.
b. it violates the relationship between employees and an organization.
c. it involves a lengthy process which can takes years to implement.
d. it provides full information about future events.
enables leaders to look for patterns of movement over time and focus on the qualities of
rhythm, flow, direction, shape, and networks of relationships that accomplish the
performance of the whole.
Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability
to understand the emotions experienced by her team members. She encourages her
subordinates to grow by pushing them beyond their comfort zone. She deals with her
team members with compassion and kindness. Which of the following characteristics of
leaders does Lily possess?
a. Empathy
b. Systems thinking
c. Conscientiousness
d. Adaptability
Describe the needs-based theories of motivation.
The________stage of appreciative inquiry is about imagining “what could be” and
creating a shared vision of the best possible future, grounded in the reality of what
already exists.
The differences among people in terms of age, ethnicity, gender, race, or other
dimensions is known as________________.
______is a nonverbal method of communication used by leaders to convey the value of
feedback.
Distinguish between leading with love and leading with fear. Discuss the limitations of
leading with fear and the benefits of leading with love.
How can anger and frustration turn into courage?
Why is listening important for leaders?
List the five dimensions of jobs in which leaders can make alterations to increase a job’s
motivational and empowerment potential.