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11-1
Module 11 Global Leadership Issues and Practices Answer Key
True / False Questions
1.
A strong grasp of the business fundamentals that underlie international business is an
important first step to selecting and developing global leaders.
2.
The manager with a global mind-set is open to understanding others from different
backgrounds, is more judgmental about people from other cultures, and is eager to
approach issues from multiple perspectives.
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3.
Leadership involves organizing a group of people in order to achieve a common purpose or
goal.
4.
Warren Bennis, one of the leading scholars of leadership and management, noted that
leaders control while managers administrate.
5.
Global leaders confront more complex contexts than do domestic leaders.
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6.
Dynamism means that the leader must be dynamic.
7.
Globalization increases the complexity of the external but not the internal context of the
company.
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8.
Egocentric ruthlessness is a leadership trait admired in some cultures, as suggested by
Project GLOBE.
9.
Among the skills necessary for a global leader are cultural adaptability and an ability to
work with and inspire individuals from a range of cultures and nations.
10.
Women's leadership skills coincide with global leadership skills.
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11.
Assessing global leadership competencies is a well-understood, basic process.
12.
Most experts in the field think global leadership effectiveness is the result of a
developmental process rather than innate capability, at least in part.
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13.
The GLED model suggests that some individual characteristics are antecedent to the
development process.
14.
A study of the liberal arts disciplines of history, political science, foreign languages, and
geography would be a helpful background for an aspiring global leader.
15.
Global teams are characterized by low levels of diversity and high levels of geographic
dispersion.
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16.
The three main team leadership activities in any environment are establishing the team,
coaching team members, and setting team norms.
17.
Team norms are legitimate, shared standards against which the appropriateness of
behavior can be evaluated.
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18.
Expectations of team leadership style are the same in all cultures.
19.
In collectivist cultures such as Thailand, accountability is assumed at the group level.
20.
A way to open up the cultural assumptions team members have is the map-bridge-
integrate (MBI) model.
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21.
Bridging involves seeing the other person's point of view.
22.
Virtual communication is more effective than face-to-face communication.
23.
Most virtual teams meet at their launch and during crisis.
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24.
Social loafing is not an issue on virtual teams.
25.
Seeing what needs to be done is a management, rather than a leadership, element.
26.
Research on global change has led to well-developed theories of the process of global
change.
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27.
Kurt Lewin's model of change involves understanding the need for change, changing, and
evaluating the change.
28.
Kotter's model for change is an eight-step process that includes ways to make the change
stick through leadership and succession.
29.
The influence of organizational culture on change efforts is stronger than the influence of
national culture.
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30.
Cultures that tolerate high levels of ambiguity, such as Japan and Germany, are likely to be
more friendly to change.
Multiple Choice Questions
31.
Which of the following is not part of the Leaders' Quest active hope approach, which
involves a new way of seeing?
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32.
According to the text, research indicates that many CEOs feel that a prerequisite for global
industry dominance is
33.
The foundation of a global mind-set is
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34.
A global mind-set involves
35.
According to Warren Bennis
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36.
According to Warren Bennis
37.
The successful domestic leader
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38.
When they examined the work characteristics of more than 12,000 global leaders,
researchers from the Corporate Executive Board found that, in comparison to their peers
who operated in single markets, global leaders
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39.
The four overlapping dimensions of complexity that are relevant to globalization and the
challenge confronting global leaders include all of the following except
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40.
The geometric growth in the volume and nature of issues global leaders deal with is
known as
41.
The challenge of dealing with information that lacks clarity and incorporates both
quantitative and qualitative dimensions, hindering the understanding of cause-and-effect
relationships and the effectiveness of subsequent problem solving efforts, is known as
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42.
The interdependence that confronts global leaders results from
43.
Global leaders confront increased ambiguity because
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44.
Project GLOBE found that
45.
Acceptable leadership traits across cultures, according to Project GLOBE, include
