Question 1 of 20
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5.0 Points |
Structure is best defined as:
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A. the way human resources are organized. |
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B. the process by which inputs are transformed into outputs. |
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C. a common set of beliefs. |
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D. the internal factors that affect an organization. |
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Question 2 of 20
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5.0 Points |
__________ includes all of the outside forces that potentially affect the organization.
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A. Environment |
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B. Structure |
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C. Technology |
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D. Strategy |
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Question 3 of 20
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5.0 Points |
Two general sets of factors moderate the power and discretion of executives. These include:
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A. employees and other managers. |
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B. environmental factors and stakeholders. |
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C. external factors and organizational factors. |
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D. leadership factors and market issues. |
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Question 4 of 20
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5.0 Points |
Culturally endorsed leadership theories (CLTs) were proposed by:
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A. GLOBE researchers. |
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B. Hofstede. |
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C. Trompenaars. |
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D. Hall. |
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Question 5 of 20
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5.0 Points |
A sense of crisis sets the stage for:
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A. poor performance. |
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B. emergence of charismatic CEOs. |
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C. a decrease in CEO discretion. |
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D. stakeholders to exercise more power. |
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Question 6 of 20
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5.0 Points |
Which one of the strategic leaders tries to protect the organization from the impact of outside forces, encourages a fluid culture, and emphasizes efficiency?
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A. High-control innovator |
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B. Participative innovator |
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C. Status quo guardian |
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D. Process manager |
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Question 7 of 20
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5.0 Points |
In successful companies, the well-established culture and procedures often:
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A. reduce the impact of teams. |
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B. provide increased discretion to the leader. |
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C. increase the power of the leader. |
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D. act as substitutes for the CEO. |
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Question 8 of 20
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5.0 Points |
The _______, the less the power and discretion of the CEO.
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A. less uncertainty in the environment |
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B. stronger the TMT |
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C. younger the organization |
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D. more cohesive the organization |
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Question 9 of 20
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5.0 Points |
Entrepreneurship, openness to change, transformational leadership, and futuricity are all part of which characteristic of upper echelon leaders?
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A. external orientation |
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B. individualism |
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C. challenge seeking |
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D. risk-taking |
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Question 10 of 20
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5.0 Points |
How open a leader is to change and how willing he/she is to take risks is most important and relevant:
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A. in small organizations. |
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B. during the formulation of strategy. |
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C. in times of crisis when high-risk decisions often pay off. |
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D. in certain environments. |
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Question 11 of 20
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5.0 Points |
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?
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A. High-control innovator |
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B. Participative innovator |
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C. Status quo guardian |
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D. Process manager |
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Question 12 of 20
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5.0 Points |
According to the culturally endorsed leadership theories, which cultures most value leaders who are inspirational and provide a vision?
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A. Middle Easterners and Southern Europeans |
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B. Latin Americans and Nordic Europeans |
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C. Eastern Asians and Africans |
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D. Southwestern Asians and Germans |
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Question 13 of 20
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5.0 Points |
Tolerance for diversity, extent of centralization, degree of employee participation, and organicity are all part of which characteristic of upper echelon leaders?
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A. internal orientation |
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B. collectivism |
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C. need for control |
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D. risk-aversion |
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Question 14 of 20
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5.0 Points |
The common thread among many female executives is:
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A. the fear of failure. |
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B. employee empowerment. |
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C. lack of international experience. |
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D. strong financial skills. |
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Question 15 of 20
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5.0 Points |
One argument in support of the high executive packages is that:
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A. higher pay leads to higher performance. |
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B. the high salaries are needed to prevent CEOs from abusing their power. |
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C. CEO jobs are demanding and unstable. |
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D. U.S. CEOs are among the best in the world. |
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Question 16 of 20
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5.0 Points |
The public-good mission of nonprofits, along with voluntary participation of many contributors requires leaders to engage in a __________ style.
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A. directive |
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B. collaborative |
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C. authoritative |
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D. task-oriented |
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Question 17 of 20
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5.0 Points |
How does Lafley regard power?
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A. Power is not necessary for performance. |
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B. Power must be shared with all employees. |
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C. Building a power base starts with expertise and must be backed up with force if necessary. |
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D. Power is determined by influence rather than control. |
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Question 18 of 20
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5.0 Points |
How many strategic forces are in the domain of strategic leadership?
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A. two |
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B. four |
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C. six |
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D. eight |
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Question 19 of 20
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5.0 Points |
Zhen does not like change much and empowers his employees to make their own decisions. Which strategic leadership type is he?
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A. High-control innovator |
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B. Participative innovator |
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C. Status quo guardian |
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D. Process manager |
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Question 20 of 20
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5.0 Points |
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?
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A. High-control innovator |
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B. Participative innovator |
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C. Status quo guardian |
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D. Process manager |
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