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Chapter 13: Leadership for Performance Excellence
TRUE/FALSE
1. Effective leadership demands continual learning and adaption to the changing global business
landscape.
2. An important element of organizational sustainability is ensuring future leadership; thus the
development of future leaders and a formal succession plan are vital.
3. Successful leaders avoid using newsletters and e-mails to continually promote their vision throughout
the organization.
4. Mid-level strategic leaders are involved in vision and strategy formation.
5. Supervisory leaders develop executable action plans and projects that best use an organization’s
resources.
6. The concept of strategic leadership has moved leadership perspectives away from the team- and
system-based “great group” concept toward a solitary “great leader” paradigm.
7. The leadership system refers to how leadership is exercised, formally and informally, throughout an
organization.
8. The leadership system discourages initiative and risk taking.
9. The major proposition of situational leadership theory is that the effectiveness of task and
relationship-oriented leadership behaviors depends upon the maturity of a leader and not his
subordinates.
10. The situational leadership theory classifies leader behaviors into task-oriented and
relationship-oriented behaviors.
11. According to situational leadership, leadership styles might vary from one person to another,
depending on the “readiness” of subordinates.
12. According to the situational leadership theory, the choice of leadership style applied by the leader must
be driven by personal preference.
13. Fully empowered TQ organizations and those with strong self-directed teams typically use the
coaching style of leadership.
14. As managers work with different individuals in different stages of careers and maturity, it is their
responsibility to adapt the leadership style to the individual and the situation.
15. In the context of transactional leadership theory, contingent reward behavior includes clarification of
the work required to obtain rewards to influence motivation.
16. Passive management by exception is defined in terms of looking for mistakes and enforcing rules to
avoid mistakes.
17. Leaders who take on a transformational style of leadership have a short-term perspective.
18. According to Bass, compared to transformational leaders, transactional leaders have greater interest in
continuous organizational change and improvement transcending or aligning self-interests for the
longer-range greater good of the organization and its members
19. According to Bass, in comparison with the transactional leaders, the transformational leaders are more
focused on the satisfaction of self-interests and the maintenance of the organization’s status quo.
20. Compared to transactional leadership, transformational leadership is more aligned with organizational
change required by total quality and Baldrige-like performance excellence models.
21. The significance of emotional intelligence for effective total quality lies in translating the “vision” of
an integrated leadership system and long-range planning process into action.
22. An important aspect of an organization’s leadership is its responsibility to the public and practice of
good citizenship.
23. Corporate social responsibility (CSR) is the “responsibility of enterprises for their impacts on society.”
24. Corporate social responsibility implies that organizations must behave ethically and be sensitive of
social, cultural, economic, and environmental issues.
25. Senior management is responsible for creating an environment in which employees’ decisions and
actions and stakeholder interactions conform to the organization’s moral and professional principles.
MULTIPLE CHOICE
1. Which of the following points of the Deming’s 14 points discusses about creating and publishing to all
employees a statement of the aims and purposes of the company or other organization, and the
management demonstrating constantly their commitment to this statement?
a.
Point 7
b.
Point 14
c.
Point 1
d.
Point 12
2. Point 7 of Deming’s 14 points emphasizes on:
a.
teaching and instituting leadership in an organization.
b.
encouraging education and self-improvement.
c.
removing barriers that rob people of pride of workmanship.
d.
taking action to accomplish the transformation in organizational culture.
3. Point 12 of Deming’s 14 points emphasizes on:
a.
encouraging education and self-improvement.
b.
taking action to accomplish the transformation in organizational culture.
c.
removing barriers that rob people of pride of workmanship.
d.
teaching and instituting leadership in an organization.
4. Point 14 of Deming’s 14 points emphasizes on:
a.
removing barriers that rob people of pride of workmanship.
b.
teaching and instituting leadership in an organization.
c.
encouraging education and self-improvement.
d.
taking action to accomplish the transformation in organizational culture.
5. _____ is the first category in the Baldrige framework, signifying its importance in driving quality and
performance excellence throughout an organization.
a.
Operations focus
b.
Leadership
c.
Measurement analysis
d.
Knowledge Management
6. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader involves creating
shared meaning and providing direction towards a vision, mission, goal or end-result?
a.
Navigator
b.
Builder
c.
Communicator
d.
Learner
7. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader involves
effectively listening and articulating messages to provide shared meaning?
a.
Builder
b.
Navigator
c.
Motivator
d.
Communicator
8. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, Which of the following competencies involves the creation of an
environment that reduces barriers and fosters the use of open, honest and honorable means for
exchanging information?
a.
Communicator
b.
Navigator
c.
Learner
d.
Builder
9. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader involves
providing others with a role to guide their actions?
a.
Mentor
b.
Navigator
c.
Learner
d.
Communicator
10. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader involves
continuously developing personal knowledge, skills, and abilities through formal study, experience,
reflection, and recreation?
a.
Builder
b.
Navigator
c.
Learner
d.
Communicator
11. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader, involves shaping
processes and structures to allow for the achievement of goals and outcomes?
a.
Learner
b.
Communicator
c.
Builder
d.
Navigator
12. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader, entails assuming
responsibility for ensuring necessary resources are available and the evaluation of processes to ensure
effective resource use?
a.
Builder
b.
Learner
c.
Navigator
d.
Motivator
13. With respect to the six competencies summarized by the human development and leadership division
of the American society for quality, which of the following competencies in a leader, includes the
evaluation of people’s actions to ensure they are performing consistently with the mission, goal, or
end-result?
a.
Communicator
b.
Learner
c.
Motivator
d.
Builder
14. Which of the following personal leadership competencies refers to taking responsibility for the
organization, community, or self that the leader serves?
a.
Accountability
b.
Well-being
c.
Creativity
d.
Integrity
15. Which of the following personal leadership competencies refers to the mental or moral strength to
venture, persevere, and withstand danger, fear, or difficulty with a firmness of mind and will, allowing
leaders to navigate into the unknown?
a.
Integrity
b.
Courage
c.
Well-being
d.
Humility
16. Which of the following personal leadership competencies refers to the ability to discern what is right
from wrong and commit to the right path?
a.
Accountability
b.
Integrity
c.
Creativity
d.
Perseverance
17. Which of the following personal leadership competencies refers to the ability to see possibilities,
horizons, and futures that don’t yet exist, enabling the leader to help build a shared vision?
a.
Well-being
b.
Creativity
c.
Accountability
d.
Integrity
18. Which of the following personal leadership competencies refers to sticking to a task or purpose, no
matter how hard or troublesome, which is vital for overcoming obstacles and motivating subordinates?
a.
Perseverance
b.
Accountability
c.
Well-being
d.
Creativity
19. Which of the following personal leadership competencies refers to the ability to stay healthy in both
work and play, demonstrating the importance of being ready to implement leadership competencies
when needed?
a.
Courage
b.
Accountability
c.
Perseverance
d.
Well-being
20. The concept of _____ is defined as “a person’s ability to anticipate, envision, maintain flexibility,
think tactically, and work with others to initiate changes that will create a viable future for the
organization, and its competitive advantage to the organization in this way.”
a.
situational leadership
b.
quality forum
c.
strategic leadership
d.
corporate social responsibility
21. The term _____ refers to the ability of an organization to learn.
a.
absorptive capacity
b.
interlinking capacity
c.
adaptive capacity
d.
data mining capacity
22. The term _____ refers to the ability of an organization to change.
a.
absorptive capacity
b.
data mining capacity
c.
interlinking capacity
d.
adaptive capacity
23. In the context of the Weber’s classification of the way leaders exercise authority, which of the
following leadership styles is established by policies, rules, and laws?
a.
Charismatic leadership
b.
Rational-legal leadership
c.
Absorptive leadership
d.
Traditional leadership
24. In the context of the Weber’s classification of the way leaders exercise authority, government officials
who legislate, execute, and enforce regulations exhibit _____.
a.
rational-legal leadership
b.
absorptive leadership
c.
charismatic leadership
d.
traditional leadership
25. In the context of the Weber’s classification of the way leaders exercise authority, which of the
following leadership styles extends from customs, habits, and social structures, and often involves the
passing of position and power from one generation to the next?
a.
Traditional leadership
b.
Charismatic leadership
c.
Rational-legal leadership
d.
Absorptive leadership
26. In the context of the Weber’s classification of the way leaders exercise authority, which of the
following leadership styles is based on an individual’s ability to inspire others and usually is tied to
that person’s personal characteristics?
a.
Charismatic leadership
b.
Absorptive leadership
c.
Rational-legal leadership
d.
Traditional leadership
27. In the context of the leadership styles defined by Blanchard and Hershey’s, in which of the following
styles of leadership do managers define tasks and roles, and closely supervise work?
a.
Coaching
b.
Delegating
c.
Directing
d.
Supporting
28. In the context of the leadership styles defined by Blanchard and Hershey’s, in which of the following
styles of leadership do leaders set the overall approach and direction but work with subordinates and
allow them to manage the details?
a.
Delegating
b.
Directing
c.
Supporting
d.
Coaching
29. In the context of the leadership styles defined by Blanchard and Hershey’s, in which of the following
styles of leadership do leaders allocate tasks and set direction, but the subordinate has full control over
the performance of the work?
a.
Supporting
b.
Delegating
c.
Directing
d.
Coaching
30. In the context of the leadership styles defined by Blanchard and Hershey’s, which of the following
styles of leadership is characterized by a minimal task-oriented and a minimal relationship-oriented
behavior?
a.
Directing
b.
Delegating
c.
Supporting
d.
Coaching
31. The _____ theory takes the intriguing view that in many organizations, if characteristics of
subordinates (team members), the nature of the tasks that they perform, and the guidance and
incentives provided by the organization are aligned, then formal leadership tends to be unproductive or
counterproductive.
a.
Transactional Leadership
b.
Transformational Leadership
c.
Emotional intelligence
d.
Substitutes for Leadership
32. With respect to the types of challenges facing present and future management as classified by the
“changing nature of leadership” (CNL) studies conducted by the Center for Creative Leadership,
_____ challenges were those that leaders and their organizations had faced in the past and built
competence in solving.
a.
technical
b.
adaptive
c.
absorptive
d.
critical
33. With respect to the types of challenges facing present and future management as classified by the
“changing nature of leadership” (CNL) studies conducted by the Center for Creative Leadership,
_____ challenges were those where current leadership skills had to be extended and adjusted to new
environments.
a.
critical
b.
absorptive
c.
technical
d.
adaptive
34. With respect to the “changing nature of leadership” (CNL) studies conducted by the Center for
Creative Leadership, the leadership skills will have to change form from:
a.
a process to a position.
b.
a functional orientation to a boundary-less orientation.
c.
collaboration to competition.
d.
interdependent decision making to independent decision making.
35. _____ refers to the system of management and controls exercised in the stewardship of an
organization.
a.
Charisma
b.
Governance
c.
Contingency
d.
Perseverance
ESSAY
1. List the key practices to be accomplished for performance excellence leadership.
ANS:
2. What are the various characteristics of effective strategic leadership?
ANS:
3. What are the four levels of follower maturity defined by the situational leadership theory?
ANS:
4. Discuss the transactional leadership theory.
5. In the context of the social responsibility, what are the various factors on which ISO 26000:2010
provides guidance?
ANS:
CASE
1. Where is the Advocate Good Samaritan Hospital located?
a. Kingston
b. Jersey city
c. Illinois
d. Pennsylvania
2. Discuss the rationale behind the organizational transformation embarked on by the leadership at
Advocate Good Samaritan Hospital, to take the organization from “good to great.”
ANS:
3. What is the vision of the Advocate Good Samaritan hospital?
4. What were the first steps taken up by the Good Samaritan to take the organization from good to great?
ANS:
5. Describe the Good Samaritan Leadership System(GSLS), a systematic leadership process established
by Good Samaritan.
6. How does the eight-step governance process of the Advocate Good Samaritan hospital ensure
transparency and equity for all stakeholders?
7. Discuss the participation of the Advocate Good Samaritan hospital (GSAM) in Access DuPage.
8. Discuss the result of the steps taken up by the Advocate Good Samaritan hospital to move the
organization from “good to great.”
9. Where is Alcoa’s industrial magnesium plant located?
a. Jacksonville, Florida
b. Hyannis, Massachusetts
c. Nashville, Tennessee
d. Addy, Washington
10. What were the two severe problems faced by Alcoa’s industrial magnesium plant in Addy when the
crisis of epic proportions rocked the plant and rattled the company?
ANS:
11. What were the apparent causes of the problems faced at the magnesium plant of Alcoa?
12. Describe the organizational structure of the magnesium plant of Alcoa.
ANS:
13. What was identified by the Crosbys as the main culprit in Alcoa’s industrial magnesium plant’s
environment?
14. What were the requirements of the new leadership model, conceived by the Crosbys and the plant
leaders?
ANS:
15. What led Simonic to call off the impending layoffs at Alcoa’s industrial magnesium plant?
