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65.
Codes of conduct have no role in attracting individuals who might want to work for a business
that embraces high standards.
66.
Many of the scandals on Wall Street might have been eliminated if corporate codes of conduct
had outlined more clearly the consequences of unethical behavior.
67.
An effective way to instill ethical behavior in an organization is to distribute rewards strictly on
the basis of outcomes.
68.
Inappropriate reward systems seldom cause individuals at all levels throughout an
organization to commit unethical acts, since people are either unethical or ethical in their
behavior.
69.
Policies and procedures guide employee behavior, but are effective only if they are reinforced
with specific corporation action such as enforcement and monitoring.
70.
The Sarbanes-Oxley Act of 2002 does not provide legal protection to employee whistleblowers
of publicly traded companies.
Multiple Choice Questions
71.
Which of the following is an important characteristic of a leader?
72.
Which of the following statements about leadership is false?
73.
Effective leadership is like a three-legged stool. Which of the following is not represented by
one of the stool legs?
74.
A strategic vision provides many benefits. Which of the following is not one of those benefits?
75.
Poor organizational design by leaders can result in all of the following except
76.
The CEO scraps the company commission-based reward system, because it rewards
employees for inappropriate behavior. This is an example of
77.
Leaders play a key role in developing and sustaining organization
78.
Alan Mulally took over Ford Motor Company in 2006 at a time when it was struggling, losing
money, and market share. Under his leadership, the firm returned to high profitability. Which of
the following is not one of the interdependent activities of leadership that he used to
accomplish this task?
79.
According to Michael Williams, director of Entrepreneurship Activities and the Business and
Entrepreneurship Clinic at the University of Wisconsin-Madison School of Business, effective
leaders ____________ themselves with exceptional people and are trusted and fantastic
____________.
80.
According to Michael Williams, director of Entrepreneurship Activities and the Business and
Entrepreneurship Clinic at the University of Wisconsin-Madison School of Business, effective
leaders must design an organization to achieve the direction they have laid out for the
business. Which of the following is not a key element in that design?
81.
Barriers in which the design of organization structure, information processing, and reporting
relationships, impede the proper flow and evaluation of information are known as
82.
Barriers associated with a managerial tendency to look at issues from a biased or limited
perspective are known as
83.
Refusal to share information, conflicts over resources, conflicts between departments and
divisions, and petty interpersonal differences are symptoms of which type of barrier to
change?
84.
Which of the following does not explain why organizations are prone to inertia and slow to
change?
85.
To overcome barriers to organizational change, companies work more collaboratively than in
the past. In companies such as Microsoft, an important obstacle to effective collaboration is
86.
When faced with barriers to change, leaders can create a good climate for advancing the aims
of the organization and making progress towards its goals by building ______________ and
_____________.
87.
Which of the following does not constitute organizational bases of leader power?
88.
Expert power
89.
Coercive power is the
90.
The source of referent power is
91.
Which of the following is not a part of the three broad sets of capabilities that a leader should
possess?
92.
All of the following are components of emotional intelligence (EI) except
93.
Which component of emotional intelligence (EI) enables a manager to have a deep
understanding of the existence and importance of cultural and ethnic differences?
94.
Which two components of emotional intelligence (EI) deal with personal ability to manage
relationships with others?
95.
According to research, effective leaders at all levels of organizations have high levels of
Emotional Intelligence (EI). CEOs with high EI excel in all of the following except
96.
Leaders who are _______________ show a passion for the work itself, such as seeking out
creative challenges, a love of learning, and taking pride in a job well done.
97.
CEOs who are _____________ tend to have a wide circle of acquaintances as well as a knack
for finding common ground and building rapport.
98.
Which of the following social skills do many executives find challenging to acquire?
99.
A drawback of EI is that a leader can find it easy to over-identify with others and confuse
________ with __________.
100.
Leaders risk creating a culture of fear and micromanagement if they
101.
Which of the following is not a characteristic of a successful learning organization?
102.
Inspiring and motivating people with a mission or purpose is a ______________ for
developing an organization that can learn and adapt.
103.
In order to create an environment where employees can achieve their potential as they move
the organization towards its goals, the manager role needs to be that of
