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Chapter 9: Leading Change
Multiple Choice Questions
1. Change is often perceived by employees as all of the following except?
a. painful
b. resisted
c. difficult to implement
d. embraced
2. and are two major categories of forces that drive organizational change.
a. Internal; external
b. Autocratic; democratic
c. Demographic; technological
d. Economic; political
3. In the United States demographic diversity related to ethnic groups is causing organizations to
consider new ways of addressing customers’ needs. This is an example of what force for change?
a. external
b. new leadership
c. low satisfaction
d. internal force
4. Because many more women were working outside the home, CEO Andrea Jung of Avon changed the
organization’s marketing and distribution strategies. The driving force for this change is best
described as?
a. demographic and social
b. conflict
c. internal forces
d. technological
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5. Jet Blue was one of the first airlines to install reinforced doors to their planes’ cockpits in response to
the terrorist attacks of 2001. This is an example of what type of force for change?
a. technological
b. economic and political
c. industry
d. low performance
6. The FBI (Federal Bureau of Investigations) faces a gap between actual and desired performance. This
is an example of force for change.
a. an internal
b. an economic and political
c. a demographic
d. an external
7. is one of the most common driving forces for change.
a. Cultural and social
b. Industry
c. Performance gap
d. New mission
8. ABC hospital creates a new service which then causes XYZ hospital to create a similar service. This
suggests that XYZ experienced a(n) force for change that caused a(n) change.
a. external; internal
b. autocratic; democratic
c. demographic; technological
d. economic; political
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9. In cultures, organizational change can be perceived as a threat.
a. low tolerance for ambiguity
b. high tolerance for ambiguity
c. high power distance
d. masculine
10. Which of the following countries possess a ‘risk adverse’ culture and therefore is more reluctant to
accept change?
a. Greece
b. Sweden
c. Canada
d. United States
11. is change that occurs when leaders or followers make a conscious effort to changes in
response to a specific pressure or problem.
a. Planned
b. Unplanned
c. Revolutionary
d. Evolutionary
12. is change that occurs randomly and suddenly without the specific intention of addressing a
problem.
a. Planned
b. Unplanned
c. Revolutionary
d. Evolutionary
13. is change that is the result of specific and conscious actions by leaders or followers to change
the organization.
a. Unplanned
b. Planned
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c. Evolutionary
d. Revolutionary
14. is change that is rapid and dramatic.
a. Planned
b. Unplanned
c. Revolutionary
d. Evolutionary
15. 3M implemented the Six Sigma, a process that relies on precision, consistency and repetition, which
transformed the organization’s culture very rapidly. Which type of change best represents the 3M
transformation?
a. unplanned
b. evolutionary
c. revolutionary
d. incremental
16. When facing unplanned and revolutionary change, and leadership may become more
central.
a. democratic; country club manager
b. relationship-orientation; task-orientation
c. authentic; authoritarian
d. charismatic; transformational
17. Kurt Lewin’s model of change included both and forces of change.
a. planned; unplanned
b. driving; resisting
c. internal; external
d. revolutionary; evolutionary
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18. Kurt Lewin’s framework included stages for change.
a. two
b. three
c. four
d. five
19. Preparing people in understanding the need for change describes the stage of Kurt Lewin’s
model for change.
a. unfreezing
b. changing
c. refreezing
d. transforming
20. refers to the process of providing support to assure the change becomes permanent.
a. Unfreezing
b. Changing
c. Refreezing
d. Transforming
21. Director Robert Mueller of the FBI was dedicated to communicating the need for changing the culture
and mission by explaining the FBI must ‘chart a new course’ and ‘establish a new mission and
priorities.’ This illustrates Lewin’s stage of change.
a. unfreezing
b. refreezing
c. transforming
d. change
22. Most organizations focus too much attention to the stage of change, while they pay too little
attention to the stage of change.
a. unfreezing; change
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b. freezing; change
c. unfreezing; freezing
d. change; freezing
23. According to John Kotter, leaders involved in organizational change must:
a. move forward with change regardless of follower commitment
b. celebrate early success
c. change the organization despite employee resistance
d. maintain momentum with the change and celebrate only when it is fully accomplished
24. The leader’s role in the first stage of change is to:
a. coach, train, and implement reward systems
b. emphasize the importance of change and course correct when needed
c. help followers realize the need for change
d. move forward with change regardless of follower participation or commitment
25. In the second step of Lewin’s model of change, the leader’s role is to:
a. coach, train, and implement reward systems
b. emphasize the importance of change and course correct when needed
c. help followers realize the need for change
d. move forward with change regardless of follower participation or commitment
26. In the last stage of change the leader’s role is to:
a. coach, train, and implement reward systems
b. emphasize the importance of change and course correct when needed
c. help followers realize the need for change
d. move forward with change regardless of follower participation or commitment
27. Which is not one of the four key characteristics of Lewin’s model for change?
a. recognizing the need for change
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b. understand there will rarely be resistance to change
c. focus on people as the source for learning and change
d. support new behaviors and allow them to take hold
28. Chantelle helped guide her organization through the process by creating regular meetings with
employees to discuss progress of the change initiatives and to reflect upon challenges and obstacles in
an effort to adapt more effectively to the change effort. This best illustrates which characteristic of
Lewin’s change model?
a. recognizing the need for change
b. resistance to change is inevitable
c. focus on people as the source for learning and change
d. the need to support new behaviors and allow them to take hold
29. Early in the change process, Benjamin developed relationships with key organizational members who
likely would voice dissent and opposition for his change initiatives. His goal was to reduce the
potential strength of the opposition and perhaps secure their support. This example best illustrates
which characteristic of Lewin’s change model?
a. recognizing the need for change
b. resistance to change is inevitable
c. focus on people as the source for learning and change
d. need to support new behaviors and allow them to take hold
30. The process of planned change includes steps.
a. three
b. four
c. five
d. six
31. Organizational members identify a gap between current and desired performance. This illustrates
which stage of the planned change process?
a. recognize the need for change
b. development of change ideas
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c. implementation
d. allocation of resources
32. Many municipalities systematically gather input from the public about projects such as parks,
freeways, or other developments. Which stage of the planned change process best describes this
example?
a. recognize the need for change
b. development of change ideas
c. implementation
d. allocation of resources
33. The and steps of the planned change process mirror Lewin’s change phase.
a. recognition of need; adoption of ideas
b. recognition of need; implementation
c. adoption of ideas; evaluation
d. adoption of ideas; implementation
34. Director Mueller of the FBI shifted budgetary funds from fighting crime to counter-intelligence in
order to support the new direction. This example best illustrates which step in the planned change
process?
a. recognition of need
b. development of ideas
c. allocation of resources
d. evaluation
35. Organizational members ask questions such as: Did the performance gap narrow or close? Are
various constituencies, including employees, more satisfied? Which step in the planned change
process is the organization likely experiencing? Which stage of the planned change process are
organizational members experiencing?
a. recognition of need
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b. implementation
c. allocation of resources
d. evaluation
36. Toyota took over the General Motors plant in Fremont, California. They were able to reduce defects,
cut absenteeism, and cut costs. Which of the following reasons was not attributed to why change was
successful in this example?
a. command-and-control worked effectively
b. effective bottom-up approach
c. full top management support
d. workers came up with ideas
37. Whereas change helps leaders chart the course for change, change is frequently sudden
and unpredictable.
a. evolutionary; revolutionary
b. unplanned; convergent
c. planned; unplanned
d. frame-breaking; convergent
38. Which is not a likely cause of unplanned change?
a. economic changes
b. competitor introduces a new product
c. unions go on strike
d. creation of a new mission
39. Leaders can manage unplanned change by taking all of the following steps except .
a. embracing hierarchy and supporting structures
b. infusing moderate amounts of unpredictability into decisions
c. staying on the offensive and being proactive
d. experiment often with new methods and processes
40. All of the following are general causes that explain resistance to change except:
a. national culture factors
b. organizational factors
c. group factors
d. individual factors
41. The primary organizational cause for resistance is due to .
a. group norms
b. fear of unknown
c. previous experiences
d. inertia
42. Ford has a rigid hierarchical pecking order that discourages sharing ideas and well-established
leadership-training practices. Which cause of organizational resistance to change does this illustrate?
a. lack of rewards
b. poor timing
c. culture
d. group cohesion
43. Which is not an individual factor causing resistance to change?
a. fear of unknown
b. fear of failure
c. previous experiences
d. poor timing
44. People who have and are more comfortable with change and more likely to adapt it.
a. an internal locus of control; are high self-monitors
b. an external locus of control; high openness to experience
c. low openness to experience; an internal locus of control
d. low openness to experiences; are low self-monitors
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45. Individuals from cultures tend to be more comfortable with organizational change.
a. collectivist
b. low power distance
c. low tolerance for ambiguity
d. high tolerance for ambiguity
46. People who have faced a job loss or have been through other painful organizational changes in the
past are examples of which category of individual cause for resistance to change?
a. fear of failure
b. fear of unknown
c. previous experiences
d. poor timing
47. relies on fear, threats and punishment to push through resistance.
a. Coercion
b. Facilitation and support
c. Participation and involvement
d. Manipulation and cooptation
48. Vision, persuasion, and story telling are types of _________ tools that deal with resistance to change.
a. leadership
b. participation and involvement
c. power
d. manipulation and cooptation
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49. The text identifies all of the following except as potential power tools to overcome resistance
to change.
a. manipulation
b. command and orders
c. coercion
d. education
50. Surya has been through a training to become a visionary leader. He has learned to provide a vision
and instill confidence in employees. Based on that training, what else should he do?
a. Create clear reporting structures.
b. Motivate employees using rewards and punishment.
c. Clearly define and assign tasks.
d. Create an environment based on teamwork and cooperation.
51. To be effective, change-oriented and visionary leaders must:
a. develop teamwork and share responsibility.
b. make sure that followers follow the leader’s vision.
c. set a clear course and stick with it.
d. delegate tasks rather than empower followers.
52. Researcher Noel Tichy recommends that leaders communicate their vision through story telling. He
suggests that leaders need to develop three types of stories about:
a. their own background, their values, and their goals.
b. who they are, who the group is, and where the group is going.
c. the history of the organization, the nature of the competition, and the goal.
d. the culture of the group, the nature of the industry, and their vision.
53. Kouzes and Posner believe that all but one of the following are essential in motivating and inspiring
followers.
a. setting clear standards
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b. being around followers
c. telling stories
d. getting followers to adopt the leader’s vision
54. Which one of the following is not an element of a clear vision?
a. Clear and understandable
b. Easy to achieve
c. Idealistic
d. Appeals to emotions
55. Amy has just finished reading Kouzes and Posner’s book on what followers want and has learned
about the practices of exemplary leaders. Based on those researchers’ ideas, which of the following is
Amy likely to focus on:
a. challenging existing ideas and encouraging followers to experiment.
b. overcoming resistance to change and stimulating followers intellectually.
c. cultivating dramatic symbols and developing obedience and loyalty.
d. express high self-confidence and build her image.
56. Researchers Kouzes and Posner propose that in order to truly motivate followers, leaders must do all
but one of the following:
a. expect the best from followers.
b. personalize recognition of followers.
c. keep rules and standards flexible
d. celebrate success together and often.
57. Practices of exemplary leadership include:
a. holding information as to not confuse followers
b. creating a shared vision
c. assuring that past practices stay in place to provide a sense of continuity
d. encouraging competition to motivate followers
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58. The major contribution of change-oriented and visionary leadership approaches is:
a. They are well researched.
b. They provide easy ways to measure effectiveness.
c. They apply well across cultures.
d. They address interesting and visible aspects of leadership.
59. The primary shortcoming of the change-oriented and visionary leadership approaches is that:
a. They have little empirical support by research.
b. They are hard to understand.
c. They have little practical value.
d. They apply only to Western cultures.
60. Jeff Immelt, CEO at General Electric, changed the culture of the organization by teaching employees
team skills and evaluating on those skills. Those who showed the best potential and performance were
promoted to lead others. This process is best represented by which of Kouzes and Posner’s leadership
skills?
a. creating a shared vision
b. enabling followers through collaboration and empowerment
c. role modeling
d. encouraging the heart
61. is the ability to link or combine ideas in novel ways
a. Creativity
b. Homogeneity
c. Authentic leadership
d. Visionary leadership
62. _____________ and ______________ are often terms used to describe creativity.
a. Opportunistic; thrill seeking
b. Bold; aggressive
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c. Divergent; lateral thinking
d. Strategic; forward looking
63. Which leadership style often impedes the creative process and open exchange of ideas?
a. autocratic leadership
b. authentic leadership
c. democratic leadership
d. transformational leadership
64. All of the following processes are recommended for leaders to help their followers be more creative
except:
a. flexible structure
b. questioning attitude
c. tolerating mistakes
d. cooptation
65. requires individuals to consider a problem by taking different positions and perspectives.
a. Cooperative exploration
b. Brainstorming
c. Brainsailing
d. Improvisation
66. Darren admitted to his supervisor, Brenda, that a research project he was coordinating was botched
due to administrative oversight. Brenda responded by asking “what are you going to do differently
next time?” Brenda’s approach is best described as:
a. a flexible structure
b. a tolerance for mistakes
c. a shared vision
d. encouragement of the heart