1. A leader who is all action and little vision is actually uninvolved.
a.
True
b.
False
2. The complexity of the envirornnent and the uncertainty of the future can overwhehn a
leader.
a.
True
b.
False
3. Leaders accept the easy answer rather than looking for patterns in what they see and
hear.
a.
True
b.
False
4. Vision is based in the current reality but is concerned with a future that is substantially different from the status
quo.
a.
True
b.
False
5. A powerful vision frees people from the mundane by providing them with a challenge that requires them to give
their
best.
a.
True
b.
False
6. A vision is is what the organization “stands for” in a larger sense, whereas a mission is ambitious desire for
the
future.
a.
True
b.
False
7. Mission statements tend to grow and change in the face of changing technologies, economic conditions, or
other
envirornnental
shifts.
a.
True
b.
False
8. A leader using the approach of excellence focuses on emphasizing discovery rather than focusing people on
being
the
best.
a.
True
b.
False
9. Strategic leaders react to environmental changes rather than studying the events that have already taken place
and
acting based on their anticipation of what the future might be like.
a.
True
b.
False
10. Focusing on core competencies and attaining synergy help companies create value for their
customers.
a.
True
b.
False
11. When leaders rely solely on formal strategic planning, competitor analysis, or market research, they create
new
opportunities.
a.
True
b.
False
12. Strategy execution is the most important as well as the most difficult part of strategic
management.
a.
True
b.
False
13. To implement a strategy, leaders make sure they provide followers with line of sight to the organization’s
strategic
objectives.
a.
True
b.
False
14. Small changes can symbolize improvement and success to people within an
organization.
a.
True
b.
False
15. Effective leaders persist in making decisions which are related to changes that are difficult to execute and have
low
strategic
impact.
a.
True
b.
False
16. To be a(n)
,one
dreams big and transforms those dreams into significant strategic action, either through
one’s
own activities or by hiring other leaders who can effectively execute the vision and
strategy.
a.
dreamer
b. uninvolved leader
c. doer
d. effective
leader
17. Which of the following statements is true of strategic
leadership?
a.
It
involves the strength to be based in the future that is substantially different from the status quo but is
concerned with the current
reality.
b.
It
intends to establish an envirornnent where leaders see things the same way or make the same
choices.
c.
It
involves the ability to work with others to initiate changes that will create a competitive advantage for
the
organization in the
future.
d.
It
involves the ability to maintain the status quo rather than bringing
change.
18. Identify the correct statement regarding strategic
leadership.
a.
It
is responsible for the relationship of the external envirornnent to choices about vision, mission, strategy,
and
their
execution.
b.
It
is a form of leadership that comes naturally to
individuals.
c.
It
reacts to envirornnental changes, rather than studying the events that have already taken place and
acting
based on their anticipation of what the future might be like.
d.
It
is the most important as well as the difficult part of strategy
execution.
19. 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.
20. Which of the following statements is true of strategic
thinkers?
a. They avoid signs of change that could hurt their
organization.
b. They examine problems or opportunities from many
perspectives.
c. They retain their own and others’ assumptions and mental
models.
d. They accept an answer rather than looking for patterns in what they see and
hear.
21. To improve strategic leadership, leaders
can:
a. accept an answer rather than looking for patterns in what they see and
hear.
b. ignore buy-in among employees and other stakeholders who may have conflicting views and
interests.
c. identify weak points in the necessary skills required for thinking strategically and work toward
correcting
them.
d. stick to their own and others’ mental models and assumptions as challenging them can cause a sense
of
disorientation.
22. Which of the following statements is true of an organization’s
vision?
a.
It
is the property of a
leader.
b.
It
cannot be realistically
achieved.
c.
It
is a phenomenon that is readily
attainable.
d.
It
is a view that everyone involved can believe
in.
23. An effective
vision:
a. is the property of the
leader.
b. serves to energize employees and focus their
attention.
c. is always about the present, but it begins with the
future.
d. happens
naturally.
24. Which of the following statements is true of
vision?
a.
It
needs to be the property of the leader
alone.
b.
It
needs to transcend the bottom line to provide employees with a sense of meaning and
purpose.
c.
It
needs to serve as an opportunity to allow people to penetrate places where they have gone
before.
d.
It
needs to allow people to remain in their comfort
zones.
25. 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 envirornnental
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.
26. 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.
27. Identify the true statement regarding
visions.
a. Visions are always communicated using a single
channel.
b. Many visions tend to be the properties of leaders
alone.
c. Visions fail to be emotional appeals to fundamental human
needs.
d. Many visions fail to adequately involve
employees.
28. In an organization, when every person understands and embraces a vision .
a. everyone works in different
directions
b. the organization becomes
self-adapting
c. the vision can persist in the face of changing environmental shifts
d. everyone is given an opportunity to go where they have gone
before
29. Diane heads an event management company called Venus Inc. The company encourages an innovative and
creative
approach to work. Diane plans to cocreate a vision. Which of the following steps should she apply to implement
her
plan?
a. Diane should make a vision that can be the property of the
leader.
b. Diane should create the final vision statement without several
drafts.
c. Diane should target a vision for a desired
future.
d. Diane should communicate the vision using a single channel.
30. Freddie is the head of operations of Ambassador Inc. He aims to cocreate a vision for his organization. Identify
the
appropriate step that should be applied by Freddie to fulfill his aim.
a. Ensure that the vision is the property of the
leader.
b. Get something down in writing, but make sure people know it is a draft that needs
feedback.
c. Restrain writing from the heart, remembering that vision is not an emotional appeal to human
needs.
d. Communicate using a single channel to emphasize that the vision is focused on a single purpose.