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Chapter 12 - Leadership and Culture
51. (p. 367) Asif was one of the most charismatic managers at Titan Systems. He had a great
personality and was always very empathetic to employee needs. Asif can be characterized as
having strong:
52. (p. 367) ___________ can be a very effective way for leaders to influence the behaviors of
others. This is used when leaders use the assignment of team members and the charge to the
team to influence the outcomes produced.
53. (p. 367) Effective leaders:
54. (p. 367) Bartlett and Ghoshal studied several of the most successful global companies in the
last decade. Their research suggests that combining flexible responsiveness with integration
and innovation:
55. (p. 367) The ___________ according to Bartlett and Ghoshal involves decisions about
opportunities to pursue and resource deployment.
56. (p. 367) The ___________ according to Bartlett and Ghoshal involves building and
deploying organizational capabilities.
57. (p. 367) The ___________ according to Bartlett and Ghoshal involves shaping organizational
purpose and enabling change.
58. (p. 367) The research of Bartlett and Ghoshal suggests that the critical management
functions:
59. (p. 367) Developing operating managers and supporting their activities occurs in middle
management as part of the:
60. (p. 367) In front-line management, creating and pursuing opportunities and managing
contiguous performance improvement is an example of the:
61. (p. 367) Providing institutional leadership through shaping and embedding corporate purpose
and challenging embedded assumptions at the top management level is reflective of the:
62. (p. 367) Linking skills, knowledge and resources across units in the middle-management
level demonstrates the:
63. (p. 367) Attracting resources and capabilities and developing the business at the front-line
management level exemplifies the:
64. (p. 368) ________ is the set of important assumptions that members of an organization share
in common.
65. (p. 368) The important assumptions shared by members of an organization are often:
66. (p. 368) An organization’s ______ is similar to an individual’s personality.
67. (p. 368) When a member internalizes the beliefs and values of the firm, the corresponding
behavior is:
68. (p. 368) Assumptions become shared assumptions through __________ among an
organization's individual members.
69. (p. 368) An organization’s culture is
70. (p. 369) Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the
international business units biannually since he was brought on in the firm. This demonstrates
Joe's:
71. (p. 369) An organization is much like a(n) __________, in which new members must be
initiated and earn trust and credibility among fellow members.
72. (p. 370) ________ are a person's basis for differentiating right from wrong.
73. (p. 372) Power Fund is a long-standing brokerage firm with a great history of high returns
and well-managed growth. The managers at Power Fund repeatedly refer to terms like
"quality," "growth," and "reliability" in the firm's advertisements. This demonstrates
managers':
74. (p. 372) Foto Show, an online full-service photo processing site, institutionalizes its
storytelling among old and new employees alike--they even give awards to reinforce the given
theme. This demonstrates:
75. (p. 373) _________ create differences across national boundaries that influence how people
interact, read personal cues and otherwise interrelate socially.
76. (p. 373) Which one of the following is NOT a typical belief that shapes organizational
culture
77. (p. 373) __________ about similar circumstances varies from country to country. In North
America, individualism is central, but in Japan, the needs of the group dominate.
78. (p. 374) __________, manifest in holidays, practices and belief structures, differ in
fundamental ways that must be taken into account as one attempts to shape organizational
culture in a global setting.
79. (p. 374) __________ differs across national borders in the various ways people are
accustomed to learning.
80. (p. 374) __________ differs across national borders.
81. (p. 374) When there is a high potential compatibility of changes with the existing culture and
many changes in key organizational factors that are necessary to implement the new strategy:
82. (p. 374) When there is a low potential compatibility of changes with the existing culture and
many changes in key organizational factors that are necessary to implement the new strategy:
83. (p. 374) When there is a high potential compatibility of changes with the existing culture and
few changes in key organizational factors that are necessary to implement the new strategy:
84. (p. 374) When there is a low potential compatibility of changes with the existing culture and
few changes in key organizational factors that are necessary to implement the new strategy:
85. (p. 375) Using a time of relative stability to remove organizational roadblocks to the desired
culture is one broad theme in attempting to:
Chapter 12 - Leadership and Culture
Essay Questions
86. Define and describe organizational leadership in the context of a leader's action.
Learning Objective: 1
87. What is strategic intent? How is articulating vision an important aspect of clarifying
strategic intent?
Learning Objective: 2
88. Why is clarifying performance expectations key to articulate strategic intent?
Learning Objective: 2
89. How do good leaders use leadership development to build an organization?
Learning Objective: 2
90. Describe three ways good leaders go about building the organization they want and deal
with problems that arise.
91. Describe briefly the organization's leadership needs today. What competencies should
managers possess?
Learning Objective: 3
92. Discuss the idea that leaders shape organizational culture through their passion for the
enterprise and the selection/development of talented managers to be future leaders.
Learning Objective: 3
93. What four characteristics of "emotional intelligence" play a key role in bringing the
competencies needed from today's desirable manager?
Learning Objective: 3
94. Describe the four main sources of power available to an organizational leader.
95. Describe the sources of personal influence available to a leader.
Learning Objective: 4
96. Briefly define organizational culture and explain the importance of assumptions.
Learning Objective: 5
97. What does it mean to "build time" into an organization. How does length of tenure affect
the leader's relationship with the organization?
Learning Objective: 5
98. Discuss the framework for managing the strategy-culture relationship that leaders face.
Learning Objective: 5
99. What factors affect how a leader can manage organizational culture in a global context?
100. How do organizational stories and legends contribute to organizational culture?
