Instructor Resource
Mor Barak, Managing Diversity, 4e
SAGE Publishing, 2017
Chapter 11: Inclusive Leadership: Unlocking the Diversity
Potential
Test Bank
Multiple Choice
1. Which of the following have NOT been identified as a positive outcome of creating an inclusive
workplace?
2. Cultural awareness and ______ are essential for effective leadership in the context of diversity.
3. What is the paradoxical dilemma organization leaders face if they want to take advantage of a diverse
work environment?
4. ______ is hypothesized to be linked to effective intercultural interactions, including interpersonal
relationships and task performance.
5. In what way does cultural intelligence help a leader be more effective?
6. What are leaders better prepared to do when they understand the multiplicity of values, perspectives,
and worldviews that individuals and groups hold dear and use that knowledge to create an inclusive work
environment?
7. What happens when people of diverse backgrounds are allowed in but expected to conform to the
existing culture?
8. What is the solution to the diversity paradox?
9. According to social identity theory and optimal distinctiveness theory, individuals desire to ______
social groups that enjoy distinct and positive identities.
10. According to Shore et al. (2011), what are the two main elements of inclusion?
11. Which of the following is an important dimension to inclusion as identified by Mor Barak and
colleagues?
12. ______ refers to the leaders ability to motivate and inspire others to follow a particular course of
action.
13. Which of the following is NOT a component of the four Is of transformational leadership?
14. The key to transformational leadership is that leaders use ______ to influence follower behavior.
15. Which transformational leadership component does the following characteristic of inclusive leadership
link to: motivating and inspiring everyone to actively participate in the organizational activities?
16. Which two components of transformational leadership highlight the belonging aspect of inclusion?
17. As identified by the GLOBE study, ______ is the ability to inspire, motivate and to expect high
performance outcomes from others based on firmly held core values.
18. Which dimension is an element of charismatic leadership?
19. The GLOBE study found that some leadership behaviors are universally effective such as
charismatic/value-based leadership. This universal leadership characteristic includes _______ primary
dimensions.
20. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) project investigated the
complex relationships between societal culture and organizational behavior with a focus on ______.
21. Ensuring diversity representation in the workforce is the ______ step toward workplace inclusion.
22. Increasing diversity representation in achieving workforce inclusion is a ______ process.
23. Organizations that are investing efforts in active diversity management with the aim of enhancing
inclusion and fostering organizational effectiveness in the workforce are what part of the two-stage
process?
24. Leadership and global diversity are connected in two ______ ways.
25. During the first stage of increasing diversity representation, what do organizations focus on?
26. What is needed for organizations to become truly inclusive?
27. Rather than ignoring differences between individuals in the organization, it is suggested that leaders
should ______.
28. What has previous diversity research NOT fully examined as of yet?
29. Which international company has “to create supplier relationships that reflect the cultural diversity of
local communities” as its diversity statement on its website?
30. The difference between the policy statement and the practices of the organization is called ______.
31. Why does decoupling often occur in organizations?
32. Policy-practice decoupling refers to the distinction between ______ and ______ diversity and
inclusion policies and procedures.
33. What effect does decoupling have on the employees in the organization?
34. How can an organization assure that inclusion becomes part of the organization’s culture rather than
an empty slogan?
35. What contributed to IBM’s recognition as one of Diversity Inc.’s Top 50 companies?
36. ______ are influential in determining the direction of the organization and the extent to which its
leadership supports inclusion.
37. A study of 1456 nonprofit board CEOs reveals that board governance practices are directly influenced
by ______.
38. After years of exclusionary practices for women, what drove the a Augusta National Golf Club to
relent and reverse its policy of excluding women?
39. Which practice is NOT considered particularly influential in creating an organizational climate of
inclusion?
40. ______ groups are networks of employees who share an affiliation, and can provide mentorship,
networking, and support.
41. According to qualitative interviews with CEOs from around the globe, the personal narratives of CEOs
related to exclusion often lead them to ______ different groups who are excluded.
42. Leader-member exchange theory (LMX) is helpful in understanding leadership at the ______ level.
43. What type of relationships are regarded essential to successful diversity management?
44. LMX theory has three stages: role taking, role routinization, and ______.
45. During which stage in the LMX theory are the supervisor’s expectation central?
46. Mutual obligation between a supervisor and the supervisee occurs during which stage of the LMX
theory?
47. One study that examined LMX as a moderator of the relationships between diversity characteristics
and turnover found when the quality of the LMX was ______, the positive relationship between diversity
and turnover was ______.
48. Based on a study examining whether a lowquality of leader-member relationships mattered to
subordinates, the researchers found that low LMX was associated with ______.
49. According to the LMX theory, high-quality leader-subordinate relations are NOT likely to report which
of the following?
50. At the low end of the LMX spectrum, the exchange between the leader and a subordinate will be
limited to ______.
True/False
1. Cultural awareness and competence are essential for effective leadership in the context of diversity.
2. The solution to the diversity paradox is inclusion.
3. The GLOBE study found that very few leadership behaviors are universally effective.
4. National culture influences leadership behaviors indirectly, through the leadership expectations of
societies.
5. Organizations are recruiting and employing a less diverse workforce.
6. Most large and midsize companies do not have statements related to diversity and inclusion on their
websites.
7. Past research has focused on the outcomes of creating an inclusive environment and demonstrated
the positive effects of inclusive organizations to include increased job satisfaction, commitment, and
retention.
8. Placing a diversity and inclusion statement on a corporate website means that the organization’s action
supports a climate of inclusion.
9. Most of the leading organizations introduce measures of diversity and inclusion into their employee
surveys.
10. According to the LMX theory, the quality of leader-member relationships falls on a continuum ranging
from low to medium to high quality.
11. Groysberg and Connolly (2013) note that measuring diversity and inclusion is one of the practices that
is influential in creating an organizational climate of inclusion.
Essay
1. As a leader in a multicultural organization, what could you do to increase your level of cultural
intelligence and what would be the expected impact of your actions?
2. Describe the diversity paradox and discuss what organizations need to do to avoid this set of
conditions.
3. Increasing diversity representation and achieving workforce inclusion is a two-stage process. Compare
and contrast the different stages and describe examples of organization interventions that would be
effective in each stage.
4. Discuss the impact decoupling has at the organization level, managerial level, and employee level.
5. In what way does LMX theory help leadership create an inclusionary work environment?
