Effective leadership is like a three-legged stool. Which of the following is not represented by one of the stool legs?

54.

Which of the following is an important characteristic of a leader?    A.  goal-oriented B.  satisfied with the status quo C.  reactive D.  focused on past performance Leadership is proactive, goal-oriented, and focused on the creation and implementation of a creative vision. Leadership is the process of transforming organizations from what they are to what the leader would have them become. This definition implies a lot: dissatisfaction with the status quo, a vision of what should be, and a process for bringing about change.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

55.

Which of the following statements about leadership is not true?    A.  Leadership is focused on the creation and implementation of a creative vision. B.  Leadership is the process of transforming organizations from what they are to what the leader would have them become. C.  Leaders support the status quo and seek control mechanisms to maintain it. D.  Effective implementation of strategy is essential for successful leadership. Leadership is proactive, goal-oriented, and focused on the creation and implementation of a creative vision. Leadership is the process of transforming organizations from what they are to what the leader would have them become. This definition implies a lot: dissatisfaction with the status quo, a vision of what should be, and a process for bringing about change.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

56.

Effective leadership is like a three-legged stool. Which of the following is not represented by one of the stool legs?    A.  dedication to maintaining the status quo B.  nurturing a culture dedicated to excellence and ethical behavior C.  determining a direction D.  designing the organization Many authors contend that successful leaders must recognize three interdependent activities that must be continually reassessed for organizations to succeed. These activities include: (1) setting a direction, (2) designing the organization, and (3) nurturing a culture dedicated to excellence and ethical behavior.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

57.

A strategic vision provides many benefits. Which of the following is not one of those benefits:    A.  a clear future direction B.  a framework for their organization mission and goals C.  enhanced employee communication and commitment D.  diminished employee participation A strategic vision provides many benefits: a clear future direction; a framework for the organization mission and goals; and enhanced employee communication, participation, and commitment.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

58.

Poor organizational design by leaders can result in all of the following except _____________.    A.  insufficient mechanisms that integrate and coordinate activities across the firm B.  inadequate accountability among managers and employees C.  inappropriate budgeting and control systems D.  teams, systems, and organizational processes that facilitate implementation Many leaders have difficulty implementing their vision and strategies. Such problems may stem from a variety of issues in the design of the organization, such as: a lack of understanding of responsibility and accountability among managers, reward systems that do not motivate individuals (or collectives such as groups and divisions) toward desired organizational goals, inadequate or inappropriate budgeting and control systems, or insufficient mechanisms to integrate activities across the organization.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

59.

The CEO scraps the company commission-based reward system, because it rewards employees for inappropriate behavior. This is an example of _____________.    A.  setting a direction B.  designing the organization C.  unethical behavior D.  failure to maintain the status quo In designing the organization, successful leaders are actively involved in building structures, teams, systems, and organizational processes that facilitate the implementation of their vision and strategies.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

60.	Leaders play a key role in developing and sustaining organization _____________.    A.  status quo B.  culture C.  reporting relationships D.  rules and regulations Leaders play a key role in changing, developing, and sustaining organization culture.

AACSB: Analytic Blooms: Understand Learning Objective: 11-01 The three key interdependent activities in which all successful leaders must be continually engaged. Level of Difficulty: 2 Medium Topic: Leadership: Three Interdependent Activities

61.

Barriers in which the design of organization structure, information processing, and reporting relationships, impede the proper flow and evaluation of information are known as _____________.    A.  systemic barriers B.  behavioral barriers C.  political barriers D.  barriers to entry Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because there are systemic barriers. The design of organization structure, information processing, reporting relationships, and so forth impede the proper flow and evaluation of information.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

62.

Barriers associated with a managers tendency to look at issues from a biased or limited perspective are known as _____________.    A.  systemic barriers B.  behavioral barriers C.  political barriers D.  barriers to exit Behavioral barriers cause managers to look at issues from a biased or limited perspective due to their education, training, work experiences, and so forth.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

63.

Refusal to share information, conflicts over resources, conflicts between departments and divisions, and petty interpersonal differences are symptoms of which type of barrier to change?    A.  systemic barriers B.  political barriers C.  behavioral barriers D.  entry barriers Political barriers refer to conflicts arising from power relationships. This can be the outcome of a myriad of symptoms such as vested interests, refusal to share information, conflicts over resources, conflicts between departments and divisions, and petty interpersonal differences.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

64.

Which of the following does not explain why organizations are prone to inertia and slow to change?    A.  personal time constraints B.  political barriers C.  vested interests in the status quo D.  entry barriers Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because many people have vested interests in the status quo; there are systemic, behavioral, and political barriers; and some people have personal time constraints.

AACSB: Analytic Blooms: Understand Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 2 Medium Topic: Getting Things Done: Overcoming Barriers and Using Power

65.

To overcome barriers to organizational change, companies work more collaboratively than in the past. In companies such as Microsoft, an important obstacle to effective collaboration is _____________.    A.  higher-level political battles B.  competition C.  effective leadership D.  poor organization Take Microsoft as an example. Before Apple released its tablet smash hit iPad, Microsoft had developed a viable tablet more than a decade earlier. However, entrenched interests and turf fights between competing Microsoft divisions eventually killed the project. This illustrates that one obstacle to effective collaboration is higher-level political battles.

AACSB: Analytic Blooms: Understand Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 2 Medium Topic: Getting Things Done: Overcoming Barriers and Using Power

66.

When faced with barriers to change, leaders can create a good climate for advancing the aims of the organization and making progress towards its goals by building ______________ and _____________.    A.  a learning organization; an ethical organization B.  a following organization; an ethical organization C.  a learning organization; an efficient organization D.  an efficient organization; a learning organization Leaders must draw on a range of personal skills as well as organizational mechanisms to move their organizations forward in the face of such barriers. Two factors mentioned are building a learning organization and building an ethical organization. These provide the kind of climate within which a leader can advance organization aims and make progress toward its goals.

AACSB: Analytic Blooms: Understand Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 2 Medium Topic: Getting Things Done: Overcoming Barriers and Using Power

67.

Which of the following does not constitute organizational bases of leader power?    A.  legitimate power B.  reward power C.  referent power D.  coercive power Organizational bases of power refer to the power that a person wields because of holding a formal management position. These include legitimate power, reward power, coercive power, and information power. The personal bases of power include referent power and expert power.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

68.

Expert power _____________.    A.  is derived from organizationally conferred decision-making authority B.  arises from manager access, control, and distribution of information that is not freely available to everyone in an organization C.  is derived from referent power D.  is derived from leader capability and knowledge in a particular field The source of expert power is leader expertise and knowledge in a particular field. The leader is the expert on whom subordinates depend for information that they need to do their jobs successfully.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

69.

Coercive power is _____________.    A.  the power exercised by use of fear of punishment for errors of omission or commission by employees B.  the power of persuasion exercised by a charismatic leader to get compliance from reluctant subordinates C.  the type that arises from manager access, control, and distribution of information that is not freely available to everyone in an organization D.  the ability of the leader or manager to confer rewards for positive behaviors or outcomes Coercive power is the power a manager exercises over employees using fear of punishment for errors of omission or commission.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power

70.

The source of referent power is _____________.    A.  subordinate identification with the leader B.  leader identification with the subordinates C.  derived from the fact that the manager can potentially act as a reference when the employee applies for another job D.  derived from manager ability to provide effective incentives to employees The source of referent power is subordinate identification with the leader. Personal attributes or charisma of a leader might influence subordinates and make them devoted to that leader.

AACSB: Analytic Blooms: Remember Learning Objective: 11-02 Two elements of effective leadership: overcoming barriers to change and the effective use of power. Level of Difficulty: 1 Easy Topic: Getting Things Done: Overcoming Barriers and Using Power