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Indicate whether the statement is true or false.
1. In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required
to obtain rewards to influence motivation.
a.
True
b.
False
2. According to the situational leadership theory, the choice of leadership style applied by the leader must be driven by
personal preference.
a.
True
b.
False
3. Successful leaders use newsletters and e-mails to continually promote their vision throughout the organization.
a.
True
b.
False
4. 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.
a.
True
b.
False
5. 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
a.
True
b.
False
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.
a.
True
b.
False
7. Mid-level leaders are normally involved in vision and strategy formulation.
a.
True
b.
False
8. An effective leadership system encourages initiative and risk taking.
a.
True
b.
False
9. Leaders who take on a transformational style of leadership have a short-term perspective.
a.
True
b.
False
10. Passive management by exception includes use of contingent punishments and other corrective actions in response to
deviations from acceptable performance standards.
a.
True
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b.
False
11. 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.
a.
True
b.
False
12. Compared to transactional leadership, transformational leadership is more aligned with organizational change required
by total quality and Baldrige-like performance excellence models.
a.
True
b.
False
13. According to situational leadership theory, leadership styles might vary from one person to another, depending on the
“readiness” of subordinates.
a.
True
b.
False
14. Corporate social responsibility implies that organizations must behave ethically and be sensitive to social, cultural,
economic, and environmental issues.
a.
True
b.
False
15. An important aspect of an organization’s leadership is its responsibility to the public and practice of good citizenship.
a.
True
b.
False
16. 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.
a.
True
b.
False
17. Fully empowered TQ organizations and those with strong self-directed teams typically use the coaching style of
leadership.
a.
True
b.
False
18. Corporate social responsibility (CSR) is the “responsibility of enterprises for their impacts on society.”
a.
True
b.
False
19. An important element of organizational sustainability is ensuring future leadership; thus, the development of future
leaders and a formal succession plan are vital.
a.
True
b.
False
20. 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.
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a.
True
b.
False
21. According to Bass, compared to transactional leaders, transformational leaders are more focused on the satisfaction of
self-interests and the maintenance of the organization’s status quo.
a.
True
b.
False
22. Supervisory leaders develop executable action plans and projects that best use an organization’s resources.
a.
True
b.
False
23. The leadership system refers to how leadership is exercised, formally and informally, throughout an organization.
a.
True
b.
False
24. The situational leadership theory classifies leader behaviors into two broad classes of task-oriented and relationship-
oriented behaviors.
a.
True
b.
False
25. Effective leadership demands continual learning and adaption to the changing global business landscape.
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
26. 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
27. 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
28. The term _____ capacity refers to the ability of an organization to change.
a.
absorptive
b.
data mining
c.
interlinking
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d.
adaptive
29. Point 7 of Deming’s 14 Points addresses the importance of
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.
30. 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.
adaptive
c.
technical
d.
absorptive
31. 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
32. 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
33. 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.
Builder
d.
Motivator
34. Point 12 of Deming’s 14 Points addresses the importance of
a.
encouraging education and self-improvement.
b.
removing barriers that rob people of pride of workmanship.
c.
taking action to accomplish the transformation in organizational culture.
d.
teaching and instituting leadership in an organization.
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35. 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 toward a vision, mission, goal, or end-result?
a.
Builder
b.
Navigator
c.
Communicator
d.
Learner
36. With respect to the “changing nature of leadership” (CNL) studies conducted by the Center for Creative Leadership,
the leadership skills will have to change 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.
37. 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
38. In the context of Max Weber’s classifications of the way leaders exercise authority, which of the following leadership
styles is established by policies, rules, and laws?
a.
Charismatic leadership
b.
Traditional leadership
c.
Absorptive leadership
d.
Rational-legal leadership
39. The first of Deming’s 14 Points discusses creating and publishing to all employees a statement of the aims and
purposes of the company and the need for _____ to constantly demonstrate their commitment to this statement?
a.
management
b.
the CEO and CFO
c.
all employees
d.
the Human Resource Department
40. 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
41. The term _____ capacity refers to the ability of an organization to learn.
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a.
absorptive
b.
interlinking
c.
adaptive
d.
data mining
42. 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
43. In the context of the leadership styles defined by Hersey and Blanchard, 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
44. 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
45. Which of the following is NOT a personal leadership characteristic that underlies the six competencies for leadership
summarized by the Human Development and Leadership Division of the American Society for Quality?
a.
Courage
b.
Humility
c.
Perseverance
d.
Adeptness
46. The concept of _____ is defined as “a person’s ability to anticipate, envision, maintain flexibility, think strategically,
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
47. In the context of the leadership styles defined by Hersey and Blanchard, 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.
Coaching
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b.
Directing
c.
Supporting
d.
Delegating
48. 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.
Substitutes for Leadership
b.
Transformational Leadership
c.
Emotional Intelligence
d.
Transactional Leadership
49. In the context of Max Weber’s classifications 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
50. 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
51. 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
52. In the context of Max Weber’s classifications of the way leaders exercise authority, government officials who
legislate, execute, and enforce regulations exhibit _____ leadership.
a.
rational-legal
b.
absorptive
c.
charismatic
d.
traditional
53. 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
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c.
Perseverance
d.
Well-being
54. _____ is the first category in the Baldrige framework, signifying its importance in driving quality and performance
excellence throughout an organization.
a.
Operations focus
b.
Knowledge management
c.
Analysis
d.
Leadership
55. In the context of the leadership styles defined by Hersey and Blanchard, 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
56. _____ refers to the system of management and controls exercised in the stewardship of an organization.
a.
Charisma
b.
Contingency
c.
Governance
d.
Perseverance
57. In the context of the leadership styles defined by Hersey and Blanchard, which of the following styles of leadership is
characterized by a minimal task-oriented and a minimal relationship-oriented behavior?
a.
Directing
b.
Supporting
c.
Delegating
d.
Coaching
58. In the context of Max Weber’s classifications 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
59. 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
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60. 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
model to guide their actions?
a.
Mentor
b.
Navigator
c.
Learner
d.
Communicator
61. What led the plant manager, Don Simonic, to call off the impending layoffs at Alcoa’s industrial magnesium plant?
62. What were the apparent causes of the problems faced at Alcoa’s magnesium plant?
63. What were the first steps taken by Good Samaritan to take the organization from “good to great”?
64. What were the two severe problems faced by Alcoa’s industrial magnesium plant in the late 1980s?
65. What were the requirements of the new leadership model conceived by the Crosbys and the plant leaders?
66. Discuss the participation of Advocate Good Samaritan Hospital (GSAM) in Access DuPage.
67. Explain how the eight-step governance process of Advocate Good Samaritan Hospital ensures transparency and equity
for all stakeholders.
68. What is the vision of Advocate Good Samaritan Hospital?
69. Discuss the result of the steps taken by Advocate Good Samaritan Hospital to move the organization from “good to
great.”
70. What did the outside consultants, Robert and Patricia Crosby, identify as the main culprit behind the problems in
Alcoa’s industrial magnesium plant’s environment?
71. Describe the Good Samaritan Leadership System (GSLS).
72. Describe the organizational structure at Alcoa’s magnesium plant.
73. 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.”
74. Discuss the transactional leadership theory.
75. In the context of social responsibility, what are the various factors on which ISO 26000:2010 provides guidance?
76. What are the various characteristics of effective strategic leadership?
77. What are the four levels of follower maturity defined by the situational leadership theory?
78. List the key practices to be accomplished for performance excellence leadership.
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52. a
53. d
54. d
55. c
56. c
57. c
58. a
59. a
60. a
61. As the turnaround proceeded at Alcoa’s industrial magnesium plant, Simonic decided that cutting staff was essential to
meeting the new goals. First, all temporary and contract workers were laid off. As leaders were explaining the facts that
had led to a decision to lay off an additional 100 workers, an hourly worker revealed a breakthrough that his team had
made to significantly reduce the downtime required to turn a magnesium smelting furnace around. This process involved
switching over to a new crucible once the other was filled (a form of the Japanese manufacturing technique called
SMED—single minute exchange of dies). The new team approach required more labor but cut the downtime from the
usual one-and-a-half-hour turnaround time to just one hour. Simonic called off the impending layoffs. When the new
process was implemented on all nine furnaces in the plant, the savings reached $10 million. This was more than the wages
of the 100 employees, who were allowed to keep their jobs.
62. The apparent causes of plant problems consisted of a complex mix of lack of accountability, poor quality control,
inadequate leadership, and low morale, especially among hourly employees.
63. The first steps that Good Samaritan took included the following:
1. Establishing an inspiring vision: To provide an exceptional patient experience marked by superior health outcomes,
service, and value.
2. Enrolling leaders in the vision.
3. Creating alignment, ownership, and transparency to support the vision. Quoting Gandhi, the president recognized that
“you must be the change you want to see in the world.” He recognized that transforming an organization cannot be
delegated. Leadership needed to create a sense of urgency, explain the “why,” and overcommunicate by a factor of 10.
64. The two severe problems that were faced by Alcoa’s industrial magnesium plant were an unacceptable rate of serious
injuries that averaged 12.8 per year and five years of unprofitable operations.
65. The new leadership model conceived by the Crosbys and the plant leaders involved major changes in goal-setting and
decision-making practices. It required the following:
1. New clarity in goal-setting
2. A consultative instead of a pure consensus approach to decision making
3. Coming to grips with the need to cut costs pragmatically
66. GSAM actively participates in Access DuPage, an innovative community health approach through which GSAM
primary care physicians and specialists provide care to the uninsured population and GSAM provides all diagnostic tests
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