Statistical Analysis

Question 1 Structure is best defined as:

A. the way human resources are organized.

B. the process by which inputs are transformed into outputs.

C. a common set of beliefs.

D. the internal factors that affect an organization.

Question 2 __________ includes all of the outside forces that potentially affect the organization.

A. Environment

B. Structure

C. Technology

D. Strategy

Question 3 Two general sets of factors moderate the power and discretion of executives. These include:

A. employees and other managers.

B. environmental factors and stakeholders.

C. external factors and organizational factors.

D. leadership factors and market issues.

Question 4 Culturally endorsed leadership theories (CLTs) were proposed by:

A. GLOBE researchers.

B. Hofstede.

C. Trompenaars.

D. Hall.

Question 5 A sense of crisis sets the stage for:

A. poor performance.

B. emergence of charismatic CEOs.

C. a decrease in CEO discretion.

D. stakeholders to exercise more power.

Question 6 Which one of the strategic leaders tries to protect the organization from the impact of outside forces, encourages a fluid culture, and emphasizes efficiency?

A. High-control innovator

B. Participative innovator

C. Status quo guardian

D. Process manager

Question 7 In successful companies, the well-established culture and procedures often:

A. reduce the impact of teams.

B. provide increased discretion to the leader.

C. increase the power of the leader.

D. act as substitutes for the CEO.

Question 8 The _______, the less the power and discretion of the CEO.

A. less uncertainty in the environment

B. stronger the TMT

C. younger the organization

D. more cohesive the organization

Question 9 Entrepreneurship, openness to change, transformational leadership, and futuricity are all part of which characteristic of upper echelon leaders?

A. external orientation

B. individualism

C. challenge seeking

D. risk-taking

Question 10 How open a leader is to change and how willing he/she is to take risks is most important and relevant:

A. in small organizations.

B. during the formulation of strategy.

C. in times of crisis when high-risk decisions often pay off.

D. in certain environments.

Question 11 Which one of the strategic leaders implements the latest high-technology innovations in his/her organization, builds a strong dominant culture, and hires managers who are similar to him/her?

A. High-control innovator

B. Participative innovator

C. Status quo guardian

D. Process manager

Question 12 According to the culturally endorsed leadership theories, which cultures most value leaders who are inspirational and provide a vision?

A. Middle Easterners and Southern Europeans

B. Latin Americans and Nordic Europeans

C. Eastern Asians and Africans

D. Southwestern Asians and Germans

Question 13 Tolerance for diversity, extent of centralization, degree of employee participation, and organicity are all part of which characteristic of upper echelon leaders?

A. internal orientation

B. collectivism

C. need for control

D. risk-aversion

Question 14 The common thread among many female executives is:

A. the fear of failure.

B. employee empowerment.

C. lack of international experience.

D. strong financial skills.

Question 15 One argument in support of the high executive packages is that:

A. higher pay leads to higher performance.

B. the high salaries are needed to prevent CEOs from abusing their power.

C. CEO jobs are demanding and unstable.

D. U.S. CEOs are among the best in the world.

Question 16 The public-good mission of nonprofits, along with voluntary participation of many contributors requires leaders to engage in a __________ style.

A. directive

B. collaborative

C. authoritative

D. task-oriented

Question 17 How does Lafley regard power?

A. Power is not necessary for performance.

B. Power must be shared with all employees.

C. Building a power base starts with expertise and must be backed up with force if necessary.

D. Power is determined by influence rather than control.

Question 18 How many strategic forces are in the domain of strategic leadership?

A. two

B. four

C. six

D. eight

Question 19 Zhen does not like change much and empowers his employees to make their own decisions. Which strategic leadership type is he?

A. High-control innovator

B. Participative innovator

C. Status quo guardian

D. Process manager

Question 20 Maleeni enjoys new situations and likes taking risks and believes that leaders should delegate decision making to the lowest possible level. Which strategic leadership type is she?

A. High-control innovator

B. Participative innovator

C. Status quo guardian

D. Process manager