a.
True
b.
False
34. Diverse workgroups often increase both the opportunity for diversity and the chance that group members will be
dissatisfied and fail to identify with the group.
a.
True
b.
False
True
Moderate
35. Workers from a society that emphasizes in-group collectivism are likely to ask, “What’s in it for me?” before accepting
a leader’s attempts at motivation.
a.
True
b.
False
False
Easy
False
Easy
36. Morton, an employee in a multicultural firm, comes from a country with high uncertainty avoidance. Morton would
appreciate it if his manager explained rules and procedures clearly to him.
a.
True
b.
False
True
Moderate
37. A strong performance orientation is a strong cultural value, as indicated by a study of German middle managers.
a.
True
b.
False
True
Easy
38. The typical Malaysian manager is likely to lack compassion for workers and at the same time be highly participative.
a.
True
b.
False
False
39. The stereotype of the leadership style of the manager in the southern U.S. is that he or she is laid back and interested
in relationship building.
a.
True
b.
False
True
Easy
40. Being multilingual is more important than being multicultural in persuading a person from another culture to purchase
your product or service.
a.
True
b.
False
False
Easy
diversity.
Easy
41. A key principle in conducting business with people from another culture is to be firm and unyielding to avoid being
taken advantage of.
a.
True
b.
False
42. Generational differences, such as those between the young and old, represent a cultural difference managers must take
into account in leading groups.
a.
True
b.
False
True
Easy
43. A key aspect of cultural intelligence is to be able to interpret someone else’s unfamiliar and ambiguous gestures the
same way as his or her compatriots would.
a.
True
b.
False
True
False
Easy
44. A study demonstrated that high emotional intelligence contributed to executive failure on overseas assignments
because the executives were too concerned about feelings.
a.
True
b.
False
False
your propositions. See “Global Leadership Skills.”
Moderate
45. Tolerance for ambiguity is an asset for overseas executives because guidelines on how to behave in most cross-
cultural situations are not clear cut.
a.
True
b.
False
True
Moderate
46. Many people are concerned that diversity training tends to reinforce stereotypes about groups.
a.
True
Easy
effectiveness.
b.
False
47. An example of the cross-cultural challenges faced by international workers is to know when and with whom facial
cheek kissing as a greeting is appropriate.
a.
True
b.
False
True
Moderate
14.5 – Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.
United States – BUSPROG: Diversity – Multicultural and Diversity Understanding
United States – OHIO – DISC: Leadership Principles
Leadership Initiatives for Achieving Cultural Diversity
Bloom’s: Comprehension
Digital story: Connect
48. A market research works on a variety of projects sourced from across the country. It has a deliberate policy of
employing research team members from a variety of cultural minorities such as Asians, Africans, Hispanics, and Native
Americans. This policy of the firm is likely to:
a.
expand power distance.
b.
enhance team performance.
c.
result in the creation of standard processes for data analysis.
d.
reduce the degree of time orientation.
Challenging
diversity.
United States – BUSPROG: Reflective Thinking
True
Easy
United States – BUSPROG: Diversity – Multicultural and Diversity Understanding
United States – OHIO – DISC: Leadership Principles
Leadership Initiatives for Achieving Cultural Diversity
Bloom’s: Knowledge
Digital story: Engage
49. Owen Corp., a company operating in the retail industry, has an implicit policy of recruiting candidates from the
majority community. Its rival firm, which encourages job applications from diverse backgrounds, has been registering a
higher profit consistently. In the context of the implicit recruitment policy at Owen Corp., which of the following is more
likely to contribute to such a pattern in profitability?
a.
It could have shrunk its supply of potential candidates.
b.
It may have contributed to a large amount of foreign fund flow leading to decreasing profit levels.
c.
It could have possibly resulted in an increasing power distance within the organization.
d.
It may have contributed to a large pool of overqualified professionals performing less challenging jobs.
potential candidates. See “The Advantages of Managing for Diversity.”
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
The Advantages of Managing for Diversity
Bloom’s: Application
Digital story: Perform
50. Samuel, the CEO of a pulp and paper company, has been successful in expanding his company’s distribution centres
from five to thirty countries in two years. This has been largely attributed to his ability to connect with and motivate
employees from various backgrounds and ethnicities competently. Samuel is:
a.
a leader who has a high degree of uncertainty avoidance.
b.
a power distant leader.
c.
an effective multicultural leader.
d.
an aggressive, inconsiderate leader.
14.2 – Describe how cultural factors, including values, influence leadership practice.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Cultural Factors Influencing Leadership Practice
United States – OHIO – DISC: Leadership Principles
The Advantages of Managing for Diversity
Bloom’s: Application
Digital story: Perform
51. Benjamin Corp., a farmer-owned dairy cooperative company, procures milk from a number of farmers in the locality
and distributes packaged products to retailers across the state. The cooperative company has been successful over the
years due to its emphasis on values such as loyalty, pride, and cohesiveness. In which of the following dimensions is the
company likely to score the highest?
a.
b.
c.
d.
Challenging
14.2 – Describe how cultural factors, including values, influence leadership practice.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Cultural Factors Influencing Leadership Practice
Bloom’s: Application
Digital story: Perform
52. Scarlett is an advertising executive whose projects are spread across various countries. She has the ability to influence
her counterparts in other countries through her patience, adaptability, sensitivity to other ethnic communities, and
willingness to acquire knowledge about local customs and traditions. Which of the following terms best describes
Scarlett?
a.
Time-oriented leader
b.
Cross-cultural leader
c.
Assertive leader
d.
Power distant leader
Challenging
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Cultural Sensitivity and Cultural Intelligence
Bloom’s: Application
Digital story: Perform
Bloom’s: Application
Digital story: Perform
53. Alexander, a PR professional at a multinational company, was on an official trip to a country to establish business
relations with the companies there. The host nation was known to highly value conservative traditions and customs.
Alexander understood that the inhabitants of the host nation prefer others not to enter their personal space, and hence
maintained a considerable personal distance from the representatives of the host nation during the business meetings.
Alexander later realized that he placed himself in an isolated position in an effort to value the host nation’s tradition. In
the context of cultural intelligence, Alexander is likely to have a high level of which of the following components?
a.
Motivational CQ
b.
Power distance
c.
Assertiveness
d.
In-group collectivism
54. William, the CEO of a business empire which has its presence in eight different industries in twenty countries,
possesses the expertise to persuade and convince people of other countries to accept his business ideas. William can be
considered as a leader who:
a.
accepts societal hierarchy.
b.
maintains power distance.
c.
possesses global leadership skills.
d.
emphasizes time orientation.
c
Challenging
14.4 – Explain how global leadership skills contribute to leadership effectiveness.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Global Leadership Skills
Bloom’s: Application
Digital story: Perform
55. ChocoTruck Inc., a manufacturer of cocoa-based products, has its retail outlets across the country. The company’s top
a
Challenging
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Cultural Sensitivity and Cultural Intelligence
Bloom’s: Application
Digital story: Perform
executive positions and managerial positions are being held by people belonging to several ethnic minority and majority
communities. Gender equality is also emphasized in the process of recruitment. ChocoTruck Inc. practices:
a.
leadership diversity.
b.
power distance.
c.
work orientation.
d.
elitist management policies.
56. Mauricia Corp., a biotechnology firm, has initiated a program that encourages employees to form groups on the basis
of a particular characteristic such as race, sex, ethnicity, etc. Mauricia Corp’s initiative is based on the belief that such
programs would help team members to discover their true potential and climb up the corporate ladder. Which of the
following is a likely disadvantage of such a set up?
a.
It could result in a reduction in productivity.
b.
It could lead to divisiveness.
c.
It may widen power distance.
d.
It may heighten the sense of individualism.
role. See “Leadership Initiatives for Achieving Cultural Diversity.”
14.5 – Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Leadership Initiatives for Achieving Cultural Diversity
Bloom’s: Application
Digital story: Perform
57. Oscar, an extrovert, enjoys meeting new people and traveling to remote areas. He quits his job as an investment
banker to find a new and exciting job that would also give him a high level of work satisfaction. Oscar has now got a job
14.5 – Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Leadership Initiatives for Achieving Cultural Diversity
Bloom’s: Application
Digital story: Perform
in a non-profit organization that requires him to travel to a number of underdeveloped countries and localities to provide
his services. The given scenario is an example of:
a.
an effective leadership diversity.
b.
uncertainty avoidance.
c.
a good person–organization fit.
d.
cultural intelligence.
58. Clifford Inc., a global media firm, has been experiencing a steady reduction in its global market share. It was found
that the company’s management and administrative positions were occupied by the majority community which was in a
way hindering the creative growth of the company. If you were a senior advisor to the top management of the company,
what would you suggest to bring about a positive improvement in the firm?
United States – BUSPROG: Reflective Thinking
14.5 – Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Leadership Initiatives for Achieving Cultural Diversity
Bloom’s: Application
Digital story: Perform
59. Noah is a senior manager at a multinational durable products manufacturing company. He has recently been assigned
the task of visiting the company’s subsidiaries in other countries to assess the performance and improve business ties.
Noah is a little nervous about this assignment since he has never been to another country on a business agenda and has
very little exposure to foreign cultures. If you were Noah’s boss, what advice would you provide him?
60. Realizing the advantages of a diverse workforce in an organization, Michael, the CEO of a food processing firm,
announces a workforce expansion policy that would concentrate on recruiting people from diverse backgrounds. Michael
calls on his senior HR manager to ask for his suggestions on the recruitment policy. If you were the senior HR manager,
what would you suggest to make the recruitment policy workable?