Chapter 12 – Leadership and Culture
Chapter 12
Leadership and Culture
Multiple Choice Questions
1. (p. 353) _____________ is the process and practice by key executives of guiding and
shepherding people in an organization toward a vision over time and developing that
organization’s future leadership and organizational culture.
2. (p. 355) Which of the following is NOT a way through which leaders galvanize commitment
to embrace change?
3. (p. 355) Leaders galvanize commitment to embrace change through clarifying strategic intent,
building an organization, and
4. (p. 355) Leaders galvanize commitment to embrace change through __________, building an
organization, and shaping organizational culture.
5. (p. 355) Leaders help their company embrace change by setting forth their ________ a clear
sense of where they want to lead the company and what results they expect to achieve.
6. (p. 355) Traditionally, the concept of _________ has been a description or picture of what the
company could be that accommodates the needs of all its stakeholders.
7. (p. 355) A _________ is an articulation of a simple criterion or characterization of what the
leader sees the company must become to establish and sustain global leadership.
8. (p. 355) Vision should be
9. (p. 356) The statement, “Facebook helps you connect and share with the people in your life,”
is an example of a
10. (p. 356) The statement, “Our company is a global business system for which we raise capital
to make concentrate and sell it at an operating profit. Then we pay the cost of that capital.
Shareholders pocket that difference,” is an example of a
11. (p. 356) A key element of good organizational leadership is to make clear the ___________ a
leader has for the organization and managers in it, as they seek to move toward the vision.
This will help keep the firm on track in the present term.
12. (p. 356) Vision is a ____ picture.
13. (p. 358) Because leaders are attempting to embrace change, they are often _____________
their organization.
14. (p. 358) ____________ is the effort to familiarize future leaders with the skills important to
the company and to develop exceptional leaders among the managers you employ.
15. (p. 358) Which one of the following is NOT a way by which good leaders go about building
the organization they want and dealing with problems and issues?
16. (p. 359) _____ is the capacity to see a commitment through to completion long after most
people would have stopped trying.
17. (p. 359) ____________ are your fundamental personal standards that guide your sense of
honesty, integrity and ethical behavior.
18. (p. 361) A future leader’s personal philosophies and choices ___________ for any key
leaders of any organization.
19. (p. 361) An effective organization is better built and is strongest when:
20. (p. 362) _____________ can be seen in principles, honesty and “living by example.” This
can become a major force by which a leader will shape and move his or her organization.
21. (p. 360) Perseverance is the capacity to see a _______ through to completion long after most
people would have stopped trying.
22. (p. 362) __________ is a highly motivated sense of commitment to what you do and want to
do.
23. (p. 362) Leaders shape organizational _____ through their passion for the enterprise and the
selection/development of talented managers to be future leaders.
24. (p. 364) Leaders look to managers to execute strategy, accept risk and cope with the
complexity of change. So, _________ becomes a major leadership role.
25. (p. 364) ___________ will increase pressure on corporations to push authority downward in
their organizations. This means every line manager will have to exercise leadership
prerogatives to an extent unthinkable a generation earlier.
26. (p. 366) Researcher David Goleman addressed the question of:
27. (p. 366) David Goleman’s research suggested that a set of four characteristics commonly
referred to as ________ play a key role in bringing the competencies needed from today’s
desirable manager.
28. (p. 366) _________ exists in terms of the ability to read and understand one’s emotions and
assess one’s strengths and weaknesses, underlain by the confidence that stems from positive
self-worth.
29. (p. 366) __________ exists in terms of control, integrity, conscientiousness, initiative and
achievement orientation.
30. (p. 366) ___________ occurs in relation to sensing others’ emotions, reading the organization
and recognizing customers’ needs.
31. (p. 366) One may define _________ as sensing others’ emotions.
32. (p. 366) One can define _________ as being able to “read” the organization.
33. (p. 366) ___________ comes from recognizing customers’ needs.
34. (p. 366) ____________ occur(s) in relation to influencing and inspiring others;
communicating, collaborating and building relationships with others; and managing change
and conflict.
35. (p. 366) A key way the characteristics of the desirable manager manifest themselves in a
manager’s routine activities is found in the way they:
36. (p. 366) Organizational sources of power are derived from:
37. (p. 366) _________ is formally established based on the manager’s position in the
organization.
38. (p. 366) By virtue of Sam’s vice presidency in the organization, certain decision-making
authorities and responsibilities are conferred that he is entitled to use to get things done. This
is an example of:
39. (p. 366) ___________ is the source of power many new managers expect to be able to rely
on, but often the least useful.
40. (p. 366) __________ is available when the manager confers something in return for desired
actions and outcomes.
41. (p. 366) Often a power source, _________ is the type used when Jomar, a business unit
manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work
from home in return for her finishing several projects on-deadline.
42. (p. 366) ___________ can be particularly effective and is derived from a manager’s access to
and control over the dissemination of information that is important to subordinates yet not
easily available in the organization.
43. (p. 366) Jerry was using __________ when he asked his workers to reorganize the
department. They did not yet know why they were doing this, but knew that Jerry had a good
reason that he had not yet shared.
44. (p. 366) ___________ is the power exercised via coercion or fear of punishment for mistakes
by a manager’s subordinates.
45. (p. 366) The assembly line workers had already received cutbacks in bonus compensation
when profits fell last quarter. Rogeco’s managers made it clear that unless productivity and
profits were brought back up to the industry benchmarks within two quarters, further cuts
would be made to base pay. This demonstrates:
46. (p. 366) Leaders today _________ rely on their personal ability to influence others.
47. (p. 366) Personal influence is a form of
48. (p. 366) ________, a form of power, comes mainly from three sources: expert, referent and
peer influences.
49. (p. 366) _________ is derived from a leader’s knowledge in a particular area or situation.
50. (p. 367) __________ comes from having others want to identify with the leader.