Question 1 of 20
Which of the following statements is true about the definition of leadership effectiveness?
A. Leadership effectiveness depends on the goals of the organization.
B. Leadership effectiveness must take into account the personality of the leader.
C. Leadership effectiveness is the same regardless of the organization.
D. Leadership effectiveness is always based on performance.
Question 2 of 20
Which one of the following factors is the key element of most definitions of leadership effectiveness?
A. employee satisfaction
B. stakeholder needs
C. focus on outcome
D. financial measures
Question 3 of 20
The three key elements of leadership effectiveness are:
A. goal achievement, smooth internal processes, external adaptability.
B. follower satisfaction, leader control, empowerment.
C. goal achievement, stock prices, customer satisfaction.
D. flexibility, follower satisfaction, stakeholder satisfaction.
Question 4 of 20
Leadership and management become more closely similar when considering the issue of:
A. effectiveness and competence.
B. national and organizational culture.
C. individual traits.
D. organizational performance.
Question 5 of 20
According to research by Mintzberg, the job of a manager is characterized by:
A. many cultural encounters.
B. a wide variety of tasks and many interruptions.
C. a series of well-defined activities that start with planning and end in controlling.
D. political activities that are essential to being effective.
Question 6 of 20
Helgesen called the “female” style of management:
A. non-hierarchical charisma.
B. interconnected management.
C. participative management.
D. the web.
Question 7 of 20
Leaders are often role models for their followers. Recent research suggests that leaders must also pay attention to:
A. sexual harassment and its negative impact.
B. the use of power.
C. how outsiders impact their followers.
D. their own emotional reactions.
Question 8 of 20
Determining span of control, reporting relationships, and degree of formalization and specialization are all elements of which function of how leaders shape organizational culture?
A. developing strategies and structures
B. influencing hiring decisions
C. creating effective reward systems
D. role modeling
Question 9 of 20
The key argument against the impact of leadership centers around the idea that:
A. most leaders are simply not effective.
B. social and environmental factors affect organizations more than leaders.
C. culture and organizational rigidity do not allow leaders to make their mark.
D. other managers impact organizations as much as leaders.
Question 10 of 20
In the United States there is a ‘population hourglass’ whereby the largest percentage of the population is older baby boomers, the millennial generation is at the bottom and generation Xers are in the middle. The challenges arising from issues regarding the differences in these age groups represents which major factor fueling organizational change and their leaders?
A. increased globalization
B. employee expectations
C. political changes
D. demographic changes
Question 11 of 20
National organizational heritage refers to:
A. the wealth of each organization.
B. the culture of different organizations.
C. the management styles based on national cultures.
D. organizational events that shape national culture.
Question 12 of 20
People from high context cultures typically:
A. rely on non-verbal cues and situational factors to communicate.
B. rely on the written word and clearly stated statement to communicate.
C. value leaders who take care of people.
D. value leaders who focus on the task.
Question 13 of 20
Which of the items is one of Hofstede’s five dimensions of culture?
A. Power distance
C. High context
D. Performance orientation
Question 14 of 20
Leaders from individualistic cultures would best be characterized by:
A. engaging in team-oriented activities.
B. seeking recognition.
C. demonstrating high levels of participation behaviors.
D. employing supportive leader behaviors.
Question 15 of 20
Tolerance of uncertainty refers to:
A. how much uncertainty exists in the political system.
B. how quickly managers make decisions.
C. the extent to which employees rely on their manager for decision making.
D. how comfortable people are with ambiguity
Question 16 of 20
When a culture is high in uncertainty avoidance, people are likely to:
A. search for absolute truths.
B. expect their leaders to allow participation.
C. rely on their community for information.
D. have a short term orientation.
Question 17 of 20
Individualistic cultures tend to:
A. expect people to conform to social norms before they become independent.
B. emphasize performance over social support.
C. focus on individual achievement.
D. value material goods.
Question 18 of 20
Japan and Korea are examples of:
A. loose cultures.
B. individualistic cultures.
C. vertical collectivistic cultures.
D. cultures that are comfortable with uncertainty.
Question 19 of 20
Vertical/horizontal dimension impacts leadership because:
A. it deals with people.
B. it relates to how rules are used.
C. it focuses on how leaders use participation in their culture.
D. it affects views of hierarchy and equality.
Question 20 of 20
__________ is the degree to which a culture values fairness, generosity, caring and kindness.
A. Uncertainty avoidance
B. Humane orientation
C. In-group collectivism
D. Future orientation
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