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Student name:__________
TRUE/FALSE – Write ‘T’ if the statement is true and ‘F’ if the statement is false.
1) A strong grasp of the business fundamentals that underlie international business is an
important first step to selecting and developing global leaders.
⊚ true
⊚ false
2) Warren Bennis, one of the leading scholars of leadership and management, noted that
leaders administrate while managers innovate.
⊚ true
⊚ false
3) Global leaders confront more complex leadership contexts than do domestic leaders.
⊚ true
⊚ false
4) Global leaders face the challenge of multiplicity, which refers to the challenge of dealing
with information that lacks clarity.
⊚ true
⊚ false
5) 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.
⊚ true
⊚ false
6) Henry Mintzberg identified the spokesperson role and the liaison role as important ones
for global leaders to take.
⊚ true
⊚ false
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7) The GLED model suggests that some individual characteristics are antecedent to the
development process.
⊚ true
⊚ false
8) 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.
⊚ true
⊚ false
9) Global teams are characterized by low levels of diversity and high levels of geographic
dispersion.
⊚ true
⊚ false
10) The three main team leadership activities in any environment are establishing the team,
coaching team members, and setting team norms.
⊚ true
⊚ false
11) Team norms are legitimate, shared standards against which the appropriateness of
behavior can be evaluated.
⊚ true
⊚ false
12) Expectations of team leadership style are the same in all cultures.
⊚ true
⊚ false
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13) The mapping step in the MBI model provides an opportunity for team members to
discuss their common traits and their differences.
⊚ true
⊚ false
14) Within the MBI model, integration involves seeing the other person’s point of view.
⊚ true
⊚ false
15) Most virtual teams meet at their launch and during crisis times.
⊚ true
⊚ false
16) Social loafing is not an issue on virtual teams.
⊚ true
⊚ false
17) Seeing what needs to be done is a management, rather than a leadership, element.
⊚ true
⊚ false
18) Kurt Lewin’s model of change involves understanding the need for change, changing, and
evaluating the change.
⊚ true
⊚ false
19) Kotter’s model for change is an eight-step process that includes ways to make the change
stick through leadership and succession.
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⊚ true
⊚ false
20) Companies in which the culture reflects a high power distance will rely on hierarchy in
which managers make decisions.
⊚ true
⊚ false
MULTIPLE CHOICE – Choose the one alternative that best completes the statement or
answers the question.
21) Research indicates that many CEOs feel that a prerequisite for global industry dominance
is
A) being socially responsible.
B) having good technology.
C) developing a company global mind-set.
D) understanding culture and geography.
22) The two key components of a global mind-set are global emotional intelligence and
A) experience in other cultures.
B) knowledge of foreign languages.
C) intellectual intelligence.
D) emotional stability
23) According to Percy Barnevik, how should a global manager respond when told “You
can’t do that in Brazil because of current government regulations.”?
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A) They should accept this fact and move on to another concern.
B) They should follow the law as it is set in their country and ignore regulations of
Brazil.
C) They should take this as an opportunity to innovate.
D) They should accept that there are some things which cannot be changed, especially
in terms of government.
24) Warren Bennis would agree that
A) the leader inspires, while the manager controls.
B) the leader orders, while the managers requests.
C) the leader is charismatic, while the manager is a functionary bureaucrat.
D) the leader is acclaimed, while the manager is appointed.
25) What is one of the distinctions Warren Bennis made between leaders and managers?
A) The leader asks “what?” and “how?” while the manager asks “why?” and “how
much?”
B) The leader orders, while the managers requests.
C) The leader is charismatic, while the manager is a functionary bureaucrat.
D) The leader develops, while the manager maintains.
26) When they examined the work characteristics of more than 12,000 global leaders,
researchers from the Corporate Executive Board (CEB) found that, in comparison to their peers
who operated in single markets, global leaders
A) worked with twice as many people that they did not manage directly.
B) were 32 percent more likely to possess market information that was accurate.
C) had a span of responsibilities that were twice as broad.
D) worked with 160 percent more stakeholders.
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27) The four overlapping dimensions of complexity that have been identified as relevant to
globalization and the challenge confronting global leaders include multiplicity, dynamism,
interdependence, and
A) complexity.
B) reversibility.
C) stability.
D) ambiguity.
28) The geometric growth in the volume and nature of issues global leaders deal with is
known as
A) multiplicity.
B) proximity.
C) interdependence.
D) dynamism.
29) 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
A) complexity.
B) cognition.
C) interdependence.
D) ambiguity.
30) Kent Floor Coverings Inc. is a global company with offices located around the world.
The leaders of the company recognize that while these offices are found in different geographic
locations, they are all still systematically linked to one another. Which dimension of complexity
does this describe?
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A) complexity
B) cognition
C) interdependence
D) ambiguity
31) Sasha has been a manager for 15 years. Recently, his company expanded operations and
now markets globally. Since that time, Sasha has had to deal with significantly more critical
issues. Which aspect of complexity is affecting Sasha?
A) ambiguity
B) multiplicity
C) interdependence
D) dynamism
32) Global leaders confront increased ambiguity because
A) they find themselves unable to make decisions.
B) their environment is more difficult than that of the domestic leader.
C) much of the information they receive is difficult to give meaning to.
D) each global unit runs independently.
33) Shelf Electronics Group has always been a leader in the domestic market. After entering
the global market, the company has been challenged by the ever-changing market which the
company finds more difficult to predict than the domestic market. Which aspect of complexity is
Shelf Electronics being challenged by?
A) dynamism
B) interdependence
C) multiplicity
D) ambiguity
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34) Project GLOBE found that
A) all cultures think of leadership in the same way.
B) leadership is individualistic to each culture, with little overlap.
C) leadership is nonexistent in some developing countries.
D) some leadership traits are shared among all cultures.
35) Acceptable leadership traits across cultures, according to Project GLOBE, include
A) directive, not afraid of criticizing others, and direct.
B) planning, able to stick to schedule, and able to stay within budget.
C) effective bargainer, dependable, win-win problem solver, and plans ahead.
D) high context, high power distance, and high tolerance for ambiguity.
36) Leadership traits viewed universally as unacceptable, according to the Project GLOBE
study, are
A) egocentric, loner, and dictatorial.
B) indecisive, unprincipled, and dishonest.
C) indirect, indecisive, and antisocial.
D) passive, indirect, and unprincipled.
37) The GLOBE project revealed that the largest number of leadership traits were contingent
on
A) geographic location.
B) power distance.
C) cultural context.
D) product versus service.
38) Melanie is known at work for being the manager with the greatest concern for the well-
being of others. Which leader style does she possess?
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A) humane
B) team-oriented
C) autonomous
D) participative
39) Research conducted by Aperian Global identified five abilities that returning expatriates
thought were necessary for a successful global leadership assignment, including
A) monitoring.
B) seeing differences.
C) innovating ideas.
D) negotiating.
40) When selecting the manager for the new global team, the company wanted to find
someone who understood the importance of developing relationships with co-workers, vendors,
and suppliers. Which of the traits identified by Aperian Global does this represent?
A) localize
B) integrate and lead change
C) make connections
D) negotiating
41) According to Mintzberg and others, the roles of the global leader include
A) negotiator and change agent.
B) supervisor and administrator.
C) superintendent and monitor.
D) marketer and salesperson for change.
42) According to Mintzberg and others, the roles of the global leader includes the ability to
advocate and represent the company. In other words, to be a(n)
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A) spokesperson.
B) administrator.
C) monitor.
D) controller.
43) In his role as a global leader for Hintz Development Group, Jaxon makes deals with
internal and external groups and also manages conflict among these groups. Which of the roles
identified by Mintzberg does this demonstrate?
A) negotiator
B) spokesperson
C) liaison
D) innovator
44) Research by scholars at the Center for Creative Leadership suggests that, in comparison
to domestic leaders, global leaders are
A) less emotionally stable.
B) more flexible.
C) more challenged in their ability to learn.
D) more prone to monitoring.
45) Which of the roles of a global leader identified by Mintzberg refers to a leader who seizes
opportunities and generates new ideas?
A) change agent
B) innovator
C) negotiator
D) monitor
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46) From a survey of the research on global leadership, Alan Bird collected more than 220
competencies and divided them into three categories, those needed to manage the business, to
manage people and relationships, and to manage
A) time constraints.
B) thought.
C) the self.
D) competitor actions.
47) The Pyramid Model of Global Leadership identifies
A) character traits necessary for global leaders.
B) personality traits necessary for global leaders.
C) a progression of skills required for effective global leadership.
D) a progression of activities necessary to build global leadership skills.
48) The Pyramid Model of Global Leadership has the following elements:
A) a bottom level with four threshold traits.
B) an apex with interpersonal skills that enable global leaders to perceive and
understand their world.
C) four levels of skills required for effective global leadership.
D) a top level with system skills to influence people and systems inside and outside the
organization.
49) What is found at the base, or bottom level, of the Pyramid Model of Global Leadership?
A) global knowledge
B) attitude and orientations
C) threshold traits
D) system skills
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50) A company would use the CCAI assessment to evaluate
A) job performance for global assignments.
B) cross-cultural adaptability.
C) personality predispositions.
D) decision making ability.
51) GLED and Right Stuff are models for
A) developing global leaders.
B) developing and assessing global assignees.
C) understanding global leadership situations.
D) evaluating global leadership performance.
52) The GLED model of global leadership development assumes that outcomes are
influenced by a
A) transformational process.
B) monitoring process.
C) training schedule.
D) predetermined objective.
53) The GLED model of global leadership development is thought to be determined by four
dependent variables. These include cognitive processes, intercultural competence, global
organizing expertise, and
A) individual characteristics.
B) cultural exposure.
C) global education.
D) global knowledge.
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54) What is one of the four antecedents associated with the GLED model?
A) cognitive processes
B) global knowledge.
C) global organizing expertise.
D) cultural exposure
55) The Right Stuff model argues that a major determinant of the relevant lessons and skills
the leader needs is the
A) company’s global business strategy.
B) relevance of the global market versus the international market.
C) cultural cohesion between leader and company.
D) length of term of office of the global leader.
56) A standardized global leadership development approach
A) is under development by leading scholars.
B) has been available to firms for many years.
C) has reduced the complexity of global leadership development.
D) is unlikely, given the complexity of the process.
57) The route to global leadership
A) is well established on the MBA foundation.
B) has many options, depending on context.
C) involves recognizing the traits early because global leaders have skills they were
born with.
D) is dependent on early career success in developing quantitative skills and knowledge
of foreign languages.
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58) Development of global leadership skills is
A) a linear and exacting process.
B) well established and can be followed by anyone who wants to become a global
leader.
C) a process that is not individualized.
D) a nonlinear process that involves a set of diverse experiences.
59) If a student wants to become a global leader, what is the least appropriate option to
pursue?
A) Study abroad and live with host families.
B) Build language and cultural fluency.
C) Travel as much as possible.
D) Stay at home and develop home country-specific skills and experience.
60) The goal of global leadership development is to
A) tick off the boxes so that management will recognize your skills.
B) build language fluency.
C) obtain the variety of transformational experiences that are needed to develop global
leadership capability.
D) build allies and networks in the firm where your skills are recognized.
61) Juanita and Phillipe both work for the marketing team at Nylor Corp. Juanita works at the
San Francisco office and Phillipe works in Italy. Most of their colleagues in their department also
work in different geographic areas, so they communicate mostly through email and video
conferencing. This is an example of a(n)
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A) global team.
B) corporate affiliate.
C) small group.
D) acquisition.
62) Team leadership has what main activities?
A) directing and evaluating
B) directing and organizing
C) establishing, coaching, and setting norms
D) organizing, managing, and evaluating.
63) What does the leader want to accomplish when establishing the team?
A) Set boundaries for the team.
B) Encourage strong member identification with the team and team norms.
C) Direct activities so the team can meet its goals.
D) Encourage team members to be critical of one another.
64) No one in the department wants to work with Joanna on a project since she was
responsible for poor financial decisions on the last project. As the team leader, Nathan works to
promote Joanna’s strengths to the rest of the group and they agree she can work on the project in
a different capacity that aligns with her skills. What activity did Nathan use as a team leader in
this process?
A) altering team feedback
B) establishing the team
C) coaching team members
D) setting team norms
65) Team coaching is critically important in global teams because
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A) with high levels of diversity, team members are challenged to understand one
another’s self-concept.
B) team members need coaching to cross cultural barriers.
C) global teams are challenged with diversity, which leads to innovation.
D) team mores must be established and agreed upon.
66) Legitimate, shared standards against which the appropriateness of behavior can be
evaluated are known as
A) corporate strategies.
B) organizational directives.
C) team norms.
D) behavioral objectives.
67) Global team leaders want to set specific team norms because
A) leaving the norming process to team members will allow the predominant culture to
dominate.
B) global teams work best with norms of accountability and independence.
C) without norms or with dysfunctional norms, global teams are likely to underperform.
D) norms that support consideration and cooperation lead to good team functioning.
68) One way a company can foster cooperation in a global team is to
A) allow a single manager to be in charge of all subsidiaries.
B) establish a reward structure.
C) make sure team members work independently.
D) use a bottom-up hierarchy.
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69) Jenna was pleased when the team leader asked Brett to stop using offensive language
during the weekly international web calls. She found his language offensive and felt it reflected
poor manners. The team leader’s response is a reflection of
A) the liaison role.
B) norms of cooperation.
C) the difference principle.
D) norms of consideration.
70) When Tuff-Stuff Athletic Group entered the international market, they were prepared for
an increase in competitors and more customers who needed to be serviced. Which aspect of
complexity does this describe?
A) multiplicity
B) interdependence
C) duplicity
D) ambiguity
71) With regard to globalization’s complexity, the condition of multiplicity means that
A) many currencies may be used.
B) financial markets may have different rules.
C) there are many more players and many more relationships to maintain.
D) increased ambiguity can work in the global leader’s favor.
72) After entering the international market, Zephyr Industrial Fans was faced with a
mountain of data. Production team and marketing team members interpreted this data differently,
which caused frustration as the teams struggled to determine the best way to analyze it. Which
element of complexity does this scenario demonstrate?
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A) ambiguity
B) interdependence
C) multiplicity
D) diversity
73) The inclination in diverse global teams is to
A) treat everyone the same.
B) suppress differences and focus on commonalities.
C) focus on differences and suppress commonalities.
D) treat everyone as a unique individual.
74) Culture plays a role in global team member expectations. For example,
A) Americans are likely to want strong group-based approaches identity and rewards.
B) Many Asian cultures are likely to want flat organizations with shared leadership.
C) The British are likely to want high levels of task ambiguity.
D) Thais are likely to want group accountability.
75) Maznevski’s map-bridge-integrate model helps global team members
A) more fully understand each other and establish how the team will work.
B) avoid dealing with cultural differences.
C) establish ways to address planning issues.
D) establish clear hierarchies and centralized decision making
76) In the process of bridging within the MBI model, team members
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A) discuss their similarities.
B) relate their personal histories.
C) see the other person’s point of view.
D) discuss their task-relevant skills.
77) After learning about the cultural differences between the home office and the new
German affiliate, the team members better understood what was expected of them and their
peers. Team members also felt better because they learned about the various skills each member
brought to the group. Which aspect of the MBI model does this demonstrate?
A) bridging
B) integration
C) borrowing
D) mapping
78) What is a characteristic of virtual communication?
A) It is more efficient than face-to-face communication.
B) It allows a focus on tasks and less on social needs.
C) It lacks the richness of face-to-face communication.
D) It supports higher levels of trust than face-to-face communication.
79) According to Maznevski, virtual teams that meet frequently to build trust are said to
A) foster multiplicity.
B) have high levels of consideration.
C) create a regular heartbeat.
D) engage in social loafing.
80) The questions that are critical to ask to create global team effectiveness include:
A) How large is the team?
B) How diverse is the team?
C) Will rewarding the team create conflict?
D) What role can recognition play?
81) Trevor has four members on his team. He notices that Stacey always does a great job
when working independently but tends to let others do the majority of the work when she is part
of a group project. What tendency is Stacey demonstrating?
A) ambiguity
B) social loafing
C) multiplicity
D) groupthink
82) Many researchers believe that a good way to avoid the problem of social loafing is to
A) restrict the freedom of team members.
B) create culturally homogeneous teams.
C) use a mixture of individual and team-based rewards.
D) increase the use of penalties, such as firing anyone caught loafing.
83) Marlo knows that all of her team members are from collectivistic cultures. Based on this,
how will these team members respond to rewards?
A) They don’t like to associate work with rewards.
B) They will most appreciate high levels of team rewards.
C) They will prefer to be rewarded on an individual basis.
D) They will prefer to be rewarded prior to completion of a project.
84) Leading global change is