Which of the following statements is true of uniformity in organizations?
a. It is encouraged in the new paradigm ofleadership.
b. People with similar job skills are placed in separate departments.
c. Homogenous groups fmd it challenging to communicate with one another.
d. Uniform thinking can be a disaster in a multinational and diverse world.
Identify the correct statement regarding a mission.
a. It is an ambitious desire for the future.
b. It serves as the glue that holds the organization together in times of change.
c. It cannot work together with the vision of a company.
d. It tends to grow and change in the face of changing technologies and environmental
shifts.
Competitiveness, aggressiveness, and personal initiative are values associated with the:
a. adaptability corporate culture.
b. achievement corporate culture.
c. involvement corporate culture.
d. consistency corporate culture.
People excel in life by fixing their weaknesses, not by maximizing their strengths.
a. True
b. False
Which of the following statements is true of strategy?
a. Strategy cannot be shifted by leaders.
b. Strategy defines the company’s core values and reason for being, and it provides a
basis for creating the VlSlOll.
c. Strategy involves making decisions every day based on what the organization wants
to do and be.
d. Strategy is developed by leaders by reacting to environmental changes.
A global team:
a. is also known as a cross-functional team.
b. has members from the same culture.
c. is a cross-border work team.
d. uses face-to-face communication.
Self-directed teams are typically completely autonomous.
a. True
b. False
Which of the following is a principle for asserting leader influence?
a. Using your wealth to bribe followers
b. Rarely asking for what you want
c. Avoiding the use of rational persuasion
d. Relying on the rule of reciprocity
The fundamental assumption of substitutes- for- leadership researchers is that:
a. when a task is highly satisfying and enjoyable, the leader should show acceptance
and compassion as it is not provided by the task.
b. effective leadership is the ability to recognize and provide the support not already
provided by task, group, and organization.
c. substitutes for leadership cannot be designed into organizations in ways to
complement existing leadership.
d. when a task is highly structured and routine, the leader should provide clarification of
task objectives and responsibilities as it is not provided by the task.
The_____________, a leader frame of reference, views an organization as a rational
system and strives for clarity of direction and control of results.
a. political frame
b. structural frame
c. human resource frame
d. symbolic frame
Companies with strong, healthy cultures:
a. often exhibit prejudice.
b. have rigorous hiring practices.
c. advocate bureaucracy.
d. discourage socialization of new employees.
The Vroom-Jago contingency model of leadership starts with the idea that a leader faces
a problem that requires a solution.
a. True
b. False
Effective feedback describes:
a. past results and performance.
b. the nature of the leader-follower relationship.
c. the precise behavior and its consequences.
d. the skills required for a specific task.
Intellectual stimulation, a leadership quality, means questioning current methods and
challenging employees to think in new ways.
a. True
b. False
are fundamental beliefs that an individual considers to be important, that are relatively
stable over time, and that have an impact on attitudes, perception, and behavior.
________have access to information and resources needed to perform a complete task
and are empowered with decision-making authority to take over duties such as selecting
new members, scheduling work or vacations, and evaluating performance.
Explain the interdependence of the elements of mind.
Anna works as a sales executive. She has difficulty meeting her productivity targets but
she has high readiness levels and her work exceeds quality standards. However, her
manager considers her to be a poor performer due to her issue with productivity. In the
given scenario, the manager’s evaluation of Anna’s performance is an example of the
a. fundamental attribution error
b. halo effect
c. self-serving bias
d. perceptual defense
Describe the Vroom-Jago contingency model of leadership.
________start by creating a vision through which organization participants experience a
sense of calling that gives meaning to their work.