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Question
Noah is a senior manager at a multinational durable products manufacturing company. He has recently been assigned the task of visiting the companys subsidiaries in other countries to assess their performance and improve business ties. Noah is a little nervous about this assignment since he has never been to another country on a business agenda and has very little exposure to foreign cultures. If you were Noahs boss, what advice would you provide him?
Answer
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Related questions
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Adam, a manager, implements a process for tracking productivity and rewards productive team members with additional perks. Some team members respond enthusiastically to these measures, offering additional inputs on how productivity can be improved. Others just play along, with some of them expressing their support as long as they are rewarded for their work. If you were in Adam's position, how would you classify the team members based on their reception of the new initiatives? What approaches would you take with each category of followers?
Q:
Samuel believes that his manager, Sally, does not play a significant role in his organization's performance. He feels that it is his own skills and interest in his job that affect his performance. Explain Samuel's argument against the importance of leadership and what Sally should do to demonstrate the various roles a leader carries out.
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When the workers in a workshop encounter operating difficulties or breakdowns while handling their machinery, they seek the help of Drew, their floor manager, to fix or repair the machinery. In this scenario, Drew is carrying out the leadership role of a(n) _____.
a. executor
b. figurehead
c. team builder
d. technical problem solver
Q:
The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______.
a. focus
b. self-management
c. competence
d. courage
Q:
An overview of research on managerial succession over a recent twenty-year period showed that:
a. a consistent relationship was found between who is in charge and how well an organization performed.
b. incompetent leadership can be counterbalanced by certain factors in the work situation.
c. workers who incorporate strong professional norms often require a minimum of supervision and leadership.
d. leadership roles are a subset of the managerial roles.
Q:
The modern organization is characterized by
a. a reversal of roles between leaders and followers.
b. an overthrow of authority by leaders.
c. competition between leaders and followers.
d. collaboration between leaders and followers.
Q:
A major frustration facing leaders in the pursuit of conflicting goals is:
a. controlling costs versus spending money.
b. granting people the authority to act independently yet also getting them aligned.
c. built-in conflicts between labor and management.
d. motivating versus satisfying employees.
Q:
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a. figurehead.
b. coach.
c. team leader.
d. spokesperson.
Q:
Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrate more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?
a. Romanticizing risk
b. Creating a vision for the organization
c. Developing a personal brand and building trust
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Q:
Facilitating proactive behavior by the transformative leader is defined as doing which of the following?
a. Terminating employees before they have a chance to poison team morale
b. Rewarding employees who institute new initiatives without first seeking permission
c. Giving group members more autonomy, or the autonomy to make decisions independently
d. Concentrating resources on areas that need the most change
Q:
Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all but which one of these principles (or levers) to improve profits?
a. First cut low wage employees in a last in, first out manner
b. Cut non-salary expenses, such as travel
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Q:
A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where
a. good results will bring him or her the most publicity.
b. change is needed the most and the potential payoff is big.
c. subordinates will be surprised.
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Q:
Max wants to develop a personal brand, so he
a. develops a second identity on the Internet.
b. attempts to wear as much clothing of the same brand as feasible.
c. gives himself a nick name such as "Corporate Warrior Max."
d. studies his basket of personal strengths.
Q:
A leader who is a socialized charismatic is likely to:
a. pursue goals that fulfill the needs of group members.
b. push away other people based on annoying personal characteristics.
c. rule with an iron hand.
d. rely on cognitive skills to impress people.
Q:
Charismatic leaders use metaphors and analogies primarily to:
a. convince group members that they are confident.
b. inspire team members to higher performance.
c. craft an articulate and highly emotional message.
d. gear language to different audiences.
Q:
A transformational leader is one who:
a. transforms his or her style to fit the situation.
b. makes major changes in the organization.
c. changes his or her personality characteristics to meet the needs of group members.
d. moves up the corporate ladder rapidly.
Q:
A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast.
a. True
b. False
Q:
Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.
a. True
b. False
Q:
To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their self-interest.
a. True
b. False
Q:
Leadership by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line.
a. True
b. False
Q:
According to the normative decision model, group support refers to:
a. the likelihood that the team might commit to a company-wide decision.
b. team members' knowledge or expertise in relation to the problem.
c. the degree to which the team supports the organizations objectives at stake in the problem.
d. the ability of team members to work together in solving problems.
Q:
Which one of the following is the most recommended approach to leadership during a crisis?
a. Lead with compassion.
b. Focus on small-scale details over the big picture.
c. Move group members away from their usual work routine.
d. Choose a circle-the-wagons mentality.
Q:
The situational factors in the normative decision model are known as:
a. commitment requirements.
b. decision-making styles.
c. characteristics of the leader.
d. problem variables.
Q:
During a crisis, it is recommended that the leader:
a. take lots of time weighing options and formulating a plan.
b. act autocratically and emotionlessly to get a plan off the ground.
c. focus on minute details of the day-to-day recovery effort.
d. communicate widely about the problem.
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a. autocratic
b. consultative
c. democratic
d. consensus
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Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessicas decision is attributed to the _____ style of leadership.
a. autocratic
b. consensus
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Q:
Leaders who obtain the best results typically use _____.
a. several different styles in one week
b. the style recommended by the board
c. the style recommended by the group members
d. whatever style matches the latest management fad
Q:
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a. more relationship oriented in their leadership
b. more concerned with building cordial relations
c. disseminating information and demonstrating competence
d. relying heavily on interpersonal skills and tending toward a transformational style