LPO questions
Grant, the boss of Weidu market, consider that the worst-case for him to invest another market is to lose all his money, this is an example of? A) The Prudence Trap B) The Sunk-Cost Trap C) The Status-Quo Trap D) The Anchoring Trap E) The Framing Trap
A) The Prudence Trap
Nason is the newly hired CFO of Stone Tech. Corp. Jin is the vice director of technology development and has been working in Stone Tech. for eleven years. Nason wants to adjust the employee reward system to meet the company's future goals, but it could have an impact on the computer engineers' benefits. Therefore, Jin doesn't approve the application of the new reward system in his department. Which of the following is the reason that explains Nason's failure to exercise his power? A. Overstepping the limits of a power base B. Failing to demonstrate the willingness to use his power C. Failing to develop power D. Not demonstrating that he has power.
A. Overstepping the limits of a power base
What are the two crucial dimensions that influence conflict management styles? A - Collaboration and Authority B - Assertiveness and Cooperativeness C - Assertiveness and Competition D - Individualism and Cooperativeness E - Competition vs Cooperation
B - Assertiveness and Cooperativeness
What is the "glass ceiling"? A) The theoretical best office space B) A barrier for minorities C) A barrier for everyone looking for a job promotion D) The hardest part of a job promotion E) A ceiling made out of glass
B) A barrier for minorities
Julia is a fashion designer. She inspires he employees to create designs that are unique, fun, and fresh. She allows her employees freedom with when they work, and how they work. As long as the job is done, Julia is happy. Her bubbly and friendly personality allows her to create friendly relationships with her staff. People enjoy working for Julia because she is overall a nice person. How does Julia develop desired outcomes from her employees? A) Compliance B) Identification C) Commitment D) Value power E) B and D
B) Identification
Jen is the owner of a pet shop. When she needs something done by her employees, she tells her employees that if it is not done by a certain time, she will make their job difficult for them. Which type of influence tactic is this? A) Coalition B) Pressure C) Exchange D) Personal appeals
B) Pressure
It was at the end of the fiscal year, your company was really busy. Therefore, you, as a boss, empowered several employees that you thought they had enough competencies and high level of honesty. So you put trust on them, and finally, you finished your jobs as soon as possible. Which advantage does delegation have in such situation? A. Increases manager's discretionary time B. Increases efficiency C. Develops subordinate capabilities D. Improves decision making E. Demonstrates confidence in delegates
B. Increases efficiency
You find youself in an argument with a work colleague. You think your strategy for the company is better than your colleague's but soon realize that your strategy contains flaws and the one provided by your colleague could work. What should be your conflict management style to approach in this situation? A - Use Domination B - Use Collaboration C - Use Accommodation D - Use Avoidance E - None of the above
C - Use Accommodation
Judy is requested to provide a summary of the work efficiencies of each of her co-workers in the accounting department and a large scale food production company. She is hesitant to provide honest feedback about certain coworkers as she does not want to strain those relationships or get them fired. This is an example of: A - the paradox of measurement B - the paradox of rewards C - the paradox of roles D - being a good person
C - the paradox of roles
Nason is the newly hired CFO of Stone Tech. Corp. Jin is the vice director of technology development and has been working in Stone Tech. for eleven years. Nason wants to adjust the employee reward system to meet the company's future goals, but it could have an impact on the computer engineers' benefits. Therefore, Jin doesn't approve the application of the new reward system in his department. In this situation, A. Nason has more power over Jin B. Jin has more power over Nason C. Neither of them has more power over the other
C. Neither of them has more power over the other
Which of the following bases does the individual-linked power derive from? A. Access to information B. The right or ability to reward others. C. Possession of resources or information desired by others D. A central location--either in the workflow, or being physically located where the action is.
C. Possession of resources or information desired by others
The paradox of group performance is a problem due to: A - Tension is created in high functioning groups because of the potential to mess up a good system B - Tension is created in low functioning groups because of the potential to assess blame C - Tensions dissipated in high functioning groups because of trust established D - A and B only
D - A and B only
What is not a reason 360 feedback is commonly resisted?? A - Exacerbates bureaucracy B - Created workplace discomfort between coworkers C - Time consuming D - Not useful in the long-term performance E - Creates tension between superior and employee
D - Not useful in the long-term performance
John is the CEO of a company and he is facing a disagreement between its employees. He decides to use mediation over authority to solve the disagreement. What should he do? (choose the most accurate) A - Set ground rules if emotions are insignificant B - Use authority to prevent wasted time in group discussions C - Support the one who seems more right at first sight D - Understand the employees' positions, interests and priorities towards an agreement E - Let the employees solve the problem by themselves
D - Understand the employees' positions, interests and priorities towards an agreement
John is the manager at ABC Ltd. He is a strong believer of rewarding his employees when a big order is met or when a substantial sale is made. Having the ability to rewards employees is which type of power? A) Position power B) Person power C) Reward power D) B and D E) B, C and D
D) B and D
Which of the following is not a step of The Rational Model? A) Allocative weights to the criteria B) Develop and evaluate the alternatives C) Define the problem D) Stress Management E) Identify the decision criteria
D) Stress Management
You are a manager of XX corporation. In your team, there is one person who wants to lead a small team to finish tasks on his own. Therefore, you divide your whole team into two groups and ask him to be in charge of three people. You do not believe he has the ability to finish and to deal with the conflicts or something unexpected, so you do nothing. Which mistake do you make in this situation: A. Did not allow participation in the delegation of assignments. B. Did not delegate consistently. C. Did not clarify consequences. D. Did not provide adequate support for delegated tasks. E. Did not work within the organizational structure.
D. Did not provide adequate support for delegated tasks.
Which of the following are types of diversity training A) Perspective Taking B) Diversity Management C) Goal Setting D) A and B E) A and C
E) A and C
Which of the following is not part of a diverse work place? A) Culture B) Lifestyle C) Personality D) Disabilities E) None of the above
E) None of the above
Which of the following is not a reason when people using their intuition? A) When you need creativity. B) For fast, less important decisions. C) For emotional or personal decision-making. D) When you don't have good data. E) When the information is quantifiable.
E) When the information is quantifiable.
You were empowered by your boss to lead a team of five employees. When you put forward your opinions, your team members all supported you and believed in your abilities. Which core dimension of empowerment is it? A. Self-determination B. A sense of value in activity C. Personal consequences D. Meaning E. Trust
E. Trust
Which statement is TRUE? a) "Why" is related to productivity and revenue increase. b) Outside in communication provides information without ignoring core underlying reasons. c) Profit is a viable answer to "why" in an organization. d) "How" includes intangible benefits.
a) "Why" is related to productivity and revenue increase.
A 3rd year BCom student just starts his co-op position at a small size accounting firm. He wants an advisor who can increase his task efficiency and help him develop personally and professionally. What type of advice is this student looking for? a) Coaching b) Counsel c) Mentoring d) Discrete advice e) None of the above
a) Coaching
Which of the following statements is FALSE: a) Contentment in a job leads to sustainable performance. b) A thriving employee is one that is engaged in creating the future. c) Vitality and Learning are two components of thriving. d) Learning without passion can lead to burnout.
a) Contentment in a job leads to sustainable performance.
Which of the following is the step after "Identify the work that should be delegated" a) Decide when the work should be completed. b) Identify who the work should be delegated to. c) Decide how the work should be done. d) Decide how to divide the work to employees. e) None of above
a) Decide when the work should be completed.
Which strategy is NOT helpful in giving motivational feedback? a) Focus on person, not behaviour b) Give specific, descriptive feedback c) Have employees assess own behaviour d) Provide modelling and training c) Both a. and c.
a) Focus on person, not behaviour
As a team leader, you are in charge to give one of your low performing team members a constructive feedback based on today`s findings to improve its future performance. Which feedback approach is the most effective and convenient? a) Introduce your feedback with what is working well, followed by your critics, and end with a positive comment. b) Getting smooth into the feedback process with positive points, than going on as indirect as you can for not obviously offending the employee, and end up with a lot of praises for making the employee feels good. c) Save time and start directly with your points of potential improvement. d) Be upward and straight with the point of potential improvement with mentioning additional positive aspects. e) Only give feedback if he did something wrong
a) Introduce your feedback with what is working well, followed by your critics, and end with a positive comment.
A leader is faced with a difficult decision, which his/her employees have prepared extensively, collecting all the available data and creating equally good options how to move forward. How should the leader decide in a timely manner in this situation? a) Intuition based b) Rational based c) Use an intuitional and rational approach to avoid biases
a) Intuition based
What is the correct definition of Empowerment in comparison to Power? a) It comes from an internal source. b) It leads to competition. c) It is the capacity to get others to do what you want. d) To get more of it, implies taking it away from someone else. e) Ultimately, few people have it.
a) It comes from an internal source.
James has been working for REX Corp as a supervisor for 5 years and has just been promoted VP of Marketing. As a new leader, James is having a hard time motivating his team. As a supervisor, he has been using a "drill sergeant" to tell his employees what to do. He has found that this approach gives him authority and motivates his team. James has been using the same approach in his new position but is however not getting the results he had hoped from his team. Employees are not motivated and feel as if he is too hard on them. What problem with authenticity is James dealing with? a) Making values-based choices b) Staying true to yourself c) Maintaining strict coherence between what you feel and what you say or do. d) Taking charge in an unfamiliar role e) True-to-Selfers
a) Making values-based choices
Which of the following is NOT a way in which a leader can "manage the 'peer' in peer appraisal"? a) Put rankings before substance b) Let people know when they're not doing peer appraisal well c) Go public with support d) Be a counsellor and a role model e) Provide training early and often
a) Put rankings before substance
Tom is a manager at SEC Corp. He tends to give employees the absolute freedom to voluntarily and intentionally involve themselves in tasks and they are encouraged to make their own decisions. Tom believes that by doing so, his employees can develop a sense of responsibility for ownership of their activities. Which core dimensions of empowerment is Tom applying in his team? a) Self-determination b) Personal consequence c) Trust d) Meaning e) Self-efficacy
a) Self-determination
When you are asked to provide peer appraisal as a part of 360 feedback, you discover that your feedback might harm some of your peers. However, you have regarded your peers as friends in a workplace. You do not want to impact negatively on the relationship between your peers and yourself by providing negative feedback. Which of the following would be applied to this situation? a) The Paradox of Roles b) The Paradox of Group Performance c) The Measurement Paradox d) The Paradox of Rewards
a) The Paradox of Roles
Which set of the following four characteristics should leaders possess in a healthy organization? a. Collaboration, Growth, Development, Understanding b. Collaboration, Dominance, Growth, Vision c. Vision, Development, Self-Confidence, High-Stress d. Understanding, Development, Micromanagement, Consistency e. All of the above
a. Collaboration, Growth, Development, Understanding
Suppose an employee has just come to you with a problem and they need advice. They are asking for help regarding a co-worker they are having trouble with. As an effective Adviser, what should you do? a. Give advice, but make sure to empower the employee to act independently b. Do not give advice; the employee must figure it out on their own for the best learning experience c. Give advice, and tell the employee that they must follow your advice exactly d. Give advice that you do not agree with to test your employee's decision-making skills e. Any of the above
a. Give advice, but make sure to empower the employee to act independently
Which of these is an example of a Coaching related question? a. How can I run more effective meetings? b. Which of my managers should I promote? c. How should I handle my domineering supervisor? d. Should I accept this job position in England? e. How should I approach negotiations with this distributor?
a. How can I run more effective meetings?
Shane always wanted to be a skier because he values athletic prowess, adventure, and free will. Shane finds himself as a civil engineer with little athletic ability, a timid disposition, and a very structured life style. His actual self does not align with his ideal self. This is an example of: a. Negative self-concept b. Positive self-concept c. Authenticity paradox d. Adaptive profile
a. Negative self-concept
How do you lead strangers to the opinion that you're a trustful negotiator? a. Negotiate multiple issues and make multiple offers simultaneously b. Actively listen to the other and let him lead the negotiation c. You have to build a long-term relationship, otherwise they won't trust in you d. Show your power to the stranger e. You are the leader of the negotiation, lead them effectively to move forward
a. Negotiate multiple issues and make multiple offers simultaneously
What are the factors in Hackman and Oldman's Job Characteristic Model of Motivation? a. Skill Variety, Task Identity, Task Significance, Autonomy, Feedback b. Hygiene, Motivation, Task Identity, Task Significance, Feedback c. Expectancy, Instrumentality, Valence, Hygiene, Motivation d. Ability, Expectation, Equity, Achievement
a. Skill Variety, Task Identity, Task Significance, Autonomy, Feedback
Which of the following are ways to grow more "adaptively authentic"? i. Learn from a diverse set of role models ii. Don't stick to "your story" iii. Continuously working on expanding your network a. i, ii b. i, ii, iii c. i, iii d. ii, iii e. None of the above
a. i, ii
Who out of these groups of people are best at negotiation? a. salespeople b. dentists c. artists d. managers
a. salespeople
In the Petland case, Jan was motivated in her actions by a district manager who had a strict rules-based approach to managing. Although this approach can be very successful in some fields, the Petland in question began suffering a decline of sales revenue in the fourth quarter. This can mostly be attributed to: a) An unrelated increase in employee turnover b) A decline in employee morale c) The time of year d) New down-the-road competition e) None of the above
b) A decline in employee morale
Who is NOT someone that contributes to 360-degree feedback? a) Peers b) Customers c) Managers d) Subordinates e) All of the above contribute
b) Customers
Thinking strategically is an ongoing process that involves assessing your business environment. Which of the following is NOT a method for cultivating strategic thinking? a) Being curious and genuinely interested in your company and wider business environment b) Distributing work to the most suitable individuals c) Being flexible in your mindset and trying new approaches and ideas d) Focusing on the future and thinking about your company's operational conditions e) Maintaining a positive outlook.
b) Distributing work to the most suitable individuals
Which of the following is not a reason why intuition may not be adequate for complex decisions? a) Biases b) Emotions c) flaws d) Many options e) Large amounts of data
b) Emotions
You are coaching a new intern. After two weeks of work he has to leave but you want to give him feedback on his performance. Which of the following approaches is motivational? a) Use coaching language based on his personality. b) Focus on his specific behavior. c) Blame him until he achieves a deep psychological desire for not failing again. d) Praise him even though he did something wrong so that he will not feel offended after his internship. e) Wait at least 2 weeks before giving the feedback in order to achieve emotional distance.
b) Focus on his specific behavior.
Andrew is the president of an exchange organization that sends student aboard to do volunteers and internships projects. Andrew always tells his members, "This organization is dedicated to enable youth in Canada to develop leadership through learning from practical experiences in challenging environments. We place our confidence in youth as the key to unlock a better future for Canada, and leadership is the fundamental solution". What type of influence strategy is Andrew using? a) Ingratiation b) Inspirational Appeals c) Rational Persuasion d) Personal Appeals e) Exchange
b) Inspirational Appeals
When a team is required to perform a specific task very well, which type of transformational leadership is most useful? a) Intellectual Stimulation b) Inspirational Motivation c) Benevolent Motivation d) Integrity Stimulation
b) Inspirational Motivation
Looking at the information the manager quickly confirmed his/her initial opinion, recognizing a pattern he/she is familiar with. This is an example for a typical decision using which decision bases? a) Rational b) Intuitional c) None of the above
b) Intuitional
Which of the following best exemplifies effective and meaningful feedback? a) Dan's manager provides him with feedback on a monthly basis with a performance rating out of 10 b) Nancy's manager provides her with feedback on a monthly basis that is thorough and provides constructive advice on how she can improve c) Karen's manager provides her with in depth feedback on an annual basis d) Steve's manager provides him with scant feedback on an inconsistent basis e) Kim's manager provides her with feedback that is timely, detailed, and focuses on Kim's weaknesses
b) Nancy's manager provides her with feedback on a monthly basis that is thorough and provides constructive advice on how she can improve
A non-profit company that provides micro-loans to poor people who can use the money to get a small business going and improve their lives. This business shows an example of: a) Autonomy b) Purpose c) Belonging to a Community d) Self-Realization e) Prestige
b) Purpose
The best feedback approach is a) Constructive Criticism b) Sandwich Approach (Good, Needs Improvement, Good) c) Positive Feedback Only d) A and B
b) Sandwich Approach (Good, Needs Improvement, Good)
Which of the following statements should not be avoided when giving feedback? a) You waste too much time if you focus too much on details. b) The approach of your problem solving could be improved by using the tool FASTPERFORMER. c) If you stay that long in the office you will cause me legal issues and headache. d) If you do not work faster I will reduce your wage. e) You are just too shy for presentation.
b) The approach of your problem solving could be improved by using the tool FASTPERFORMER.
Tristan Wilhelmsen delegated a task using a SMART goal to one of his employees. He told the individual to, "Go to a hardware store and purchase some pens and paper for our inventory tracking department. I need this to be completed by the end of the work day." What did Tristan fail to implement within this goal? a) The goal was not specific enough. b) The goal was not measurable. c) The goal was not achievable. d) The goal was not realistic. e) The goal was not time-bound.
b) The goal was not measurable.
When trying to develop a positive workplace, leaders often make decisions that have unintended and intended consequences because of interdependencies and interrelationships. Take, for example, Oscar Munoz, the CEO of United Airlines. In response to a viral video, he sent out a letter that informed employees that he stood with them and believed they did the right thing. While this was intended to motivate employees, when it was released to the public it ended up doing more harm than good. In relation to operational development, which concept would Oscar have most benefited from? a) Realizing that process is as important as results b) Thinking from a systems perspective c) Building strong organizational cultures and aligning culture and strategy d) Applying action research to dealing with issues and making changes e) Managing change effectively
b) Thinking from a systems perspective
Which of the following does not describe Empowerment? a) The capacity to get others to do what they want b) To get more does not affect how much others have c) Comes from an external source d) Ultimately, everyone can have it e) Leads to cooperation
c) Comes from an external source
You are coaching your employees. Which of the followings should you avoid when coaching others? a) I would like to hear more about your opinion. In this case, what would you think and what were others' opinions? b) You are wasting time here. I just required you to arrange in alphabetical order. You have messed up everything. c) Would you like to show me which site you have found this information and how to get the information? d) I hope I did not hurt your feeling. I thought that your decision was effective on this project. Would you tell me the way how you construct your decision making?
b) You are wasting time here. I just required you to arrange in alphabetical order. You have messed up everything.
A customer wants to return a pair of shoes without receipt, claiming that the shoes have poor quality. The associate checked the shoes and saw dirty around the soles. The store's return policy is that the shoes must be unworn and with the purchase receipt. After reporting to the manager, associate decides to offer a $30 in-store credit to the customer but cannot process the return. The customer accepts the offer. This is a scenario of solving problem in a _______ way. a) collaborating b) compromising c) accommodating d) dominating e) avoiding
b) compromising
Thinking from a systems perspective is a central part of the organizational development process. To raise team performance, Latavius Murray (leader) is considering changing the company's reward system. If Latavius were to think from a systems perspective he would a) implement the new reward system because his top employees would benefit. Therefore, securing their future at the firm. b) consider the change from a big picture perspective. c) not implement the new reward system because it could have unintended consequences on behaviour and the corporate culture. d) systematically detail the pros and cons of the new reward system.
b) consider the change from a big picture perspective.
Which is NOT an essential purpose of leadership a) continuously improving the organization b) focusing on short-term struggles to create long-term success c) building multilevel teamwork d) retaining employees
b) focusing on short-term struggles to create long-term success
Aaron Rodgers broke his collarbone a month ago. As the leader of the Green Bay Packers he notoriously makes the best decisions on and off the field for the team. To make the playoffs, Rodgers is considering an early return to the football field. Rodgers should a) trust his gut and take the Packers to another Super Bowl win because he has had this injury before, and understands his limits. b) not assume reality. Instead he should involve as many people necessary to effectively assess and know reality. c) focus on the top-level players because the gains to be had from organizational development are only realized in these committed areas. d) consider all options and assume the realities of each option.
b) not assume reality. Instead he should involve as many people necessary to effectively assess and know reality.
What does BATNA stand for? a. Best Alternative Task Negotiated Agreement b. Best Alternative To a Negotiated Agreement c. Better Alternative Task Negotiated Agreement d. Better Alternative To a Negotiated Agreement
b. Best Alternative To a Negotiated Agreement
Ernst & Young conducted a survey to understand generational challenges in its own workforce. Results showed that in America its staff are mostly young. Therefore, the generation they belong to will be: a. Generation Z b. Generation Y c. Baby Boomers d. Generation X e. None of the above
b. Generation Y
Leaders tend to know very little about what produces culture, i.e., : a. How to build, communicate, and sustain culture. b. How to build, change, and sustain culture. c. How to communicate, change, and maintain culture. d. Leaders know everything about what produces culture. e. None of the above.
b. How to build, change, and sustain culture.
A too-rigid definition of authenticity can get in the way of effective leadership. What is one of the issues with maintaining strict coherence between what you feel and what you say or do? a. Being too lenient with employees b. Losing credibility and effectiveness c. Being too demanding of employees d. Lacking the ability to get productivity out of employees
b. Losing credibility and effectiveness
Which of the following is NOT a way to create a condition for your employees to thrive? a. Minimizing incivility b. Micro managing your employee's daily tasks c. Offering performance feedbacks d. Providing decision-making discretion e. Sharing information
b. Micro managing your employee's daily tasks
Anders has just nearly finished giving the best feedback he has ever given to one of his employees. However, to truly make it the greatest feedback ever given, he has to have a strong conclusion. In class, it was learned that the best way to wrap up giving feedback is with: a. A handshake b. Positive comments c. A goal to achieve d. a. and c. e. None of the above
b. Positive comments
In class, we did a "build a house" activity where we were split into groups of four to build a house out of newspaper and tape. The groups were structured based on Fisher's four personality types (explorer/director/builder/negotiator). The purpose of Fisher's model and this activity are: a. To show how a group of only explorers is not as effective as a mixed group of directors and negotiators. b. To understand the task vs. process structure and how different personality types solve problems in different ways. c. To understand how communication mediates various aspects of personality. d. To show that a group of four is best structured as one person of each type. e. To understand the importance of interpersonal skills and persistence within a team.
b. To understand the task vs. process structure and how different personality types solve problems in different ways.
Power and empowerment could be easy to be confusing. Which of the following statement is not the trait of empowerment? a. the capacity to get others to do what they want b. comes from an external source c. to get more does not affect how much others have d. ultimately, everyone can have it e. leads to cooperation
b. comes from an external source
Which of the following is not one of the "Big Five" personality traits? a) Conscientiousness b) Emotional Stability c) Adaptability d) Extraversion e) Agreeableness
c) Adaptability
Mike has gone through the decision making process. He has identified that his sales rep need a new tablet. His decision criteria is: Operating system, Connectivity, size and weight, and display quality. He decided that the operating system is the most important. Considering this, Mike went with a product he already had in mind, the Apple iPad3. When he implemented this and evaluated it with his team members. Which of the following has Mike missed in the decision making process? a) Allocate Weights to Criteria b) Select a solution c) Develop/analyze alternative d) Evaluate the alternative e) Identify decision criteria
c) Develop/analyze alternative
If you are a seeker of advice, in what situation should you solicit more than 2 or 3 opinions before making a decision? a) When your advisor does not have any biases or conflicts of interest b) If you remain certain about what decision to make c) For complex, ambiguous, highly visible, or contested problems d) B and C e) None of the above
c) For complex, ambiguous, highly visible, or contested problems
A manager is aware of a problem within his company and tries to find a solution for it. To be able to decide he/she develops a list of things which are going to be influenced by his/her decision and therefore should be kept in mind. The manager is in which phase of the rational decision making model? a) Allocate Weights to Criteria b) Analyze Alternatives c) Identify Decision Criteria d) Develop Alternatives e) Implement Alternative
c) Identify Decision Criteria
How are biases related to decision-making? a) Intuitive decisions are biased, while rational decisions are not. b) Rational decisions are biased, while intuitive decisions are not. c) Intuitive and rational decisions are both biased, although the biases tend to be hidden for rational decisions. d) Rational decisions are not biased when decisions are supported by technology. e) Neither intuition, nor rational decision-making, are biased, as long as each is done carefully.
c) Intuitive and rational decisions are both biased, although the biases tend to be hidden for rational decisions.
Tim has started his new job at ABC company and is struggling with his leadership role. He feels like he has good ideas for the company, but is afraid that no one wants to listen to him. This is an example of (pick the best answer) a) Not selling your ideas and yourself b) Not taking charge in an unfamiliar role c) Not wanting to process negative feedback d) None of the above
c) Not wanting to process negative feedback
Jenny is the manager of a successful printing company. She gives feedback regularly and found that although most people are keenly attuned to peer appraisal when a possible promotion is on the line, these situations posed a threat to self-worth. Which paradox(es) did her findings best appeal to? a) The Paradox of Roles b) The Paradox of Group Performance c) Paradox of Rewards d) Measurement Paradox e) Both A & C
c) Paradox of Rewards
Jerry Brown, a supervisor in Wanghaha Inc. finds out that he always fail at delegate, which is the possible reason that Jerry failing to delegate? a) People are afraid of him b) People don't understand the more they delegate, the more time they will have c) People don't want to show favouritism d) People want personal credit from him e) People are lack faith in their subordinates
c) People don't want to show favouritism
Which of the following is NOT a negative factor of Peer Appraisal under the Paradox of Roles? a) Lack of knowledge on colleague b) Fear of damaging relationships c) Personal testimonies of employees productivity and work ethic d) Promotions based on appraisal for some employees & criticism for others
c) Personal testimonies of employees productivity and work ethic
Stella works at Starbucks, she inspires the people around her, and is passionate about making people's favourite cup of coffee everyday, even when her manager does not provide feedback to her. What statement most likely resonates with Stella? a) A smart manager will fire her because they are afraid she will take over his/her job b) Employees don't like her because of her passion for work c) Stella thrives naturally no matter the context. d) Stella feels comfortable making decisions even if she doesn't receive information e) C and D
c) Stella thrives naturally no matter the context.
Steve doesn't like Anne at work because no matter what anyone says, she will agree with them. She seems like she cares too much about her image and doesn't fight for her own ideas. On the other hand, Steve feels like he always expresses how he feels and what he thinks. Steve and Anne's physiological profiles regarding their leadership styles in an unfamiliar role are a) Steve is a true to selfer; Anne is a chameleon b) Steve is a chameleon; Anne is a High self-motivator c) Steve is a chameleon; Anne is a chameleon d) Steve is a high self-motivator; Anne is a true to selfer
c) Steve is a chameleon; Anne is a chameleon
Which of the following is not a decision-making trap? a) Sunk-cost b) Anchoring c) Trusting your gut d) Framing e) None of the above
c) Trusting your gut
Which of the following is not one of the main reasons discussed in class why negotiations often fail? a) Finding a solution before fully diagnosing the problem. b) You do not challenge assumptions and gather enough relevant information on the other party's perspective. c) You get too emotional when you do not get what you are asking for. d) You do not fully understand the other side's motivation or look into them in greater detail. e) None of the the above.
c) You get too emotional when you do not get what you are asking for.
It is important to have a change champion because i) people are more likely to follow a leader they know than a faceless executive ii) the name sounds cool iii) it is important to have someone accountable for the outcome iv) they help guide the process a) i, iii, b) i, iv c) iii, iv d) i, iii, iv e) i, ii, iii, iv
c) iii, iv
Which statement is true about Herzberg's Motivation-Hygiene Theory? a. Absence of motivational factors lead to dissatisfaction b. Hygiene factors are irrelevant without motivational factors. c. Absence of hygiene factors leads to dissatisfaction. d. Advancement, growth, and purposeful work are all examples of hygiene factors.
c. Absence of hygiene factors leads to dissatisfaction.
Which of the following characteristics often show up in surveys of millenials' attitudes: a. Best team players b. Resented by baby boomers c. Demand to be treated meritocratically d. Lack of appetite for responsibility e. Unwillingness to hang around if they get what they want
c. Demand to be treated meritocratically
In the article "Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity" which of the following was not a leadership style discussed? a. Inspirational Motivation b. Control Condition c. Democratic Leadership d. Intellectual Stimulation e. All of the above were mentioned in the article
c. Democratic Leadership
Which one of the following is not a useful way to help employees thrive in an organization? a. Minimizing incivility b. Offering performance feedback c. Explaining rules and policies d. Providing decision-making discretion
c. Explaining rules and policies
Which of the following is an incorrect habit for an effective leader? a. Relationship-building b. Plan, then execute c. Hire people that aren't as smart as them d. Emotional intelligence e. None of the above
c. Hire people that aren't as smart as them
What steps IN ORDER, does a leader takes to deal with change in creating positive workplaces? a. Implement/Evaluate; Involve appropriate people; Identify issues (SWOT). b. Identify issues (SWOT); Implement/ Evaluate; Involve appropriate people. c. Identify issues (SWOT); Involve appropriate people; Implement/ Evaluate. d. Leave the employees to deal with change. e. None of the above.
c. Identify issues (SWOT); Involve appropriate people; Implement/ Evaluate.
Bob is the owner of a local coffee shop that revolves around a relaxed structure. This coffee shop has a very friendly atmosphere and aims to be a place where customers can feel like they are part of the brand. Bob tries to hire employees who are extraverted and who love to converse with other co-workers, and more importantly the customers. Recently, Bob hired a new barista who fit in great with the company's structure initially. As time went on, this new employee was starting to lack in creativity and flexibility with work tasks. According to the big five personality traits, this new employee is lacking in: a. Emotional stability b. Extraversion c. Openness d. Agreeableness e. Conscientiousness
c. Openness
Which of the following activities refer to the reading "Two types of diversity training that really work": a. Experimental control b. Social dominance experiment c. Perspective-taking d. Goal seeking e. Answers a & d
c. Perspective-taking
Which one of the following is not a relevant step in negotiation process? a. Defining ground rules b. Bargaining and problem solving c. Rehearsing the negotiation process d. Clarification and justification
c. Rehearsing the negotiation process
"Perspective-taking" and "goal setting" are key strategies that, when used together, help to a. Lead a diverse workplace b. Give employees more autonomy to make their own decisions c. Resolve workplace conflict d. Negotiate
c. Resolve workplace conflict
Cary Grant was an actor who is remembered for his broad appeal as a handsome, suave actor who did not take himself too seriously. He was quoted saying "I pretended to be someone that I wanted to be and I finally became that person. Or he became me." This sort of behaviour is representative of which model? a. The Introspective Relationship Model b. The Self Awareness Model c. The Positive Self Concept Model d. The Johari Window Model
c. The Positive Self Concept Model
In class, we learned about the relationship between Prime Minister Trudeau and Jack Ma, China's richest man. What was this relationship a good example of? a. Storming phase b. Groupthink c. The power of advising d. Discrete advice e. Discrimination
c. The power of advising
In the class discussion, we have found that each conflict style (dominating, collaborating, avoiding, accommodating and compromising) is valuable. In which situations when accommodating style is not best used? a. When you find you are wrong b. To show your reasonableness c. To let people cool down and regain perspective d. When issues are more important to others than yourself
c. To let people cool down and regain perspective
In which situations BATNA should be used during negotiations? a. Both parties want to create more intensive contact b. One party won't move from their position and the other considers agreeing to the conditions even if they couldn't agree before c. When negotiations grind to a halt d. Both parties agreed on a contract and BATNA is the process of setting up the negotiated agreement. e. None of the above
c. When negotiations grind to a halt
What is an example of a catalyst factor on inner work life? a. You hit your sales quota and gain a monetary bonus b. Your boss provides you with time off to go surfing for the weekend. c. Your company provides 1 hour each month for employees to set monthly goals for themselves. d. Your team completes a marketing campaign and receives praise from senior management.
c. Your company provides 1 hour each month for employees to set monthly goals for themselves.
There are five core dimensions of empowerment. Personal consequences is an important part. Which of the following statements is correct explanation of it? a. a sense of personal competence b. a sense of personal choice c. a sense of having an impact d. a sense of value in activity e. a sense of security
c. a sense of having an impact
What is the first step in the negotiation process? a. Defining ground rules b. clarification and justification c. develop strategy d. Bargaining and problem solving
c. develop strategy
Jim is a boss of a company. He delegated his subordinate during going out. During the delegation, Jim worried about how the situation was going on. Therefore, he kept calling this subordinate to give him more instructions and support. Also, he sent him a pile of guide as references. This showcases which consideration in the delegation? a. qualifications of subordinates b. necessity of employee commitment c. expansion of employee capabilities d. evidence of shared values and perspectives e. sufficient time for delegation
c. expansion of employee capabilities
Company ABC is an award-winning start-up tech company that was recently acquired by a bigger company. The new company executives hope to receive the award for most innovative tech company again this year. So, they have implemented a hierarchical structure with strict policies and guidelines that everyone is required to follow or face severe punishments. Which of the 10 key steps for organizational development did they fail to understand? a) Applying action research b) Building a culture aligned with strategy c) Assessing and knowing reality d) All of the above e) Two of the above f) None of the above
d) All of the above
Which of the following are purposes of peer appraisal in regards to the 360 Degree Feedback article? a) To improve ties between groups b) To catch conflicts before they turn into crises c) To apply to larger empowerment program that distributes authority and responsibility more broadly throughout an organization d) All of the above e) A & C only
d) All of the above
All are reasons that leaders struggle with authenticity Except, a) Taking charge in an unfamiliar role b) Processing negative feedback c) Selling your ideas and yourself d) All of the above are reasons that leader struggle with authenticity
d) All of the above are reasons that leader struggle with authenticity
You are in a manager position. You asked your employees to conduct peer appraisal. You provided them counseling and training how to receive and provide feedback effectively. Also, you alarmed that peer appraisal would be conducted on a regular basis. However, your employees seemed disagreeable with your decision to provide feedback. When it came to doing peer appraisal, you found that they did not do it well. In this situation, what would you need to do in order to effectively manage peers in the peer appraisal? a) Ignore what they think and try to use your intuition, believing that the feedback would be influential. b) Ask peers to put their effort to do peer appraisal because it will improve team performance. c) Persuade peers to do peer appraisal by reasoning why it would be important for employees to build the relationship based on trust. d) Articulate the value and benefit of peer appraisal; then, let peers know that peer appraisal did not go well by doing role-playing.
d) Articulate the value and benefit of peer appraisal; then, let peers know that peer appraisal did not go well by doing role-playing.
You are a manager and acting as an advisor for a junior employee considering moving to a different department in the company. You have been in this advising relationship for a while, and are finally ready to converge on a decision. What are some things you should be doing at this stage of the advising process? a) Beware of uncritical and dismissive reflexes b) Ensure all the options are evaluated c) Pause frequently for reactions d) B and C e) All of the above
d) B and C
Before the Feedback lesson on October 11th, we discussed Harvey Weinstein's behavior. The importance of respectful, formal workplace culture with ways to either prevent such things from occurring, or blow the whistle on them, was seen as important. At the Weinstein Company, employees described there to be a _________ a) Culture of Abuse b) Culture of Masculinity c) Culture of Shame d) Culture of Silence e) Culture of Fear
d) Culture of Silence
Mr. Smith, a project leader, often lowers positivity in his team because he displays an exaggerated sense of his own importance and abilities. He will often take on all the important duties himself even if someone more suitable is available. Mr. Smith is therefore: a) Displaying confidence as a leader b) Leveraging the knowledge within his team c) Focusing on his strengths, and outsourcing his weaknesses d) Displaying arrogance as a leader e) Practicing consistency
d) Displaying arrogance as a leader
Leaders with extrovert characteristics and leaders with introvert characteristics differ in how they recharge, gather information and they go about their lives. According to Kiersey Temperament Sorter II, how does the decision making processes for extroverts and introverts differ? a) Extroverts rely on thinking, while introverts focus on knowledge. b) Extroverts rely on experience, while introverts focus on feeling. c) Extroverts rely on facts, while introverts focus on knowledge. d) Extroverts rely on thinking, while introverts focus on feeling. e) Extroverts rely on experience, while introverts focus on sensing.
d) Extroverts rely on thinking, while introverts focus on feeling.
Continuing the above question, in order to make his choice, Mike went ahead and searched up some reviews for the Apple iPAD3. He mainly used the apple website to search for both good and negative reviews. He looked for good reviews and generally gave poor attention to not-so great reviews. What weakness of intuition does Mike's actions prove? a) Ability to chunk information b) Finding Patters and rules c) Making Quick decisions d) Give more weight to information that confirms our assumptions e) Faster, Fuller, more rigorous exploration options
d) Give more weight to information that confirms our assumptions
Darren is a formal leader of AIE Tech.; he believes that his position provides him great power, so he barely takes actions to acquire power. Because of this, Darren failed to develop credibility among and build relationships with employees in the company. What is the reason behind Darren's failure? a) He did not realize that people must need or fear his source of power b) He failed to demonstrate he is willing to use his power c) He overstepped the limits of a power base d) He failed to develop power e) He did not demonstrate that he has power
d) He failed to develop power
Bob has just taken up a new role as CEO of TEX Corp. He would like to succeed in his new position and therefore decide that he needs to change his leadership style to become more of a motivational boss instead of a drill sergeant. He decides to try out new leadership strategies, and develop an identity that will fit his needs. Bob is expressing which type of psychological profile? a) True-to-selfers b) Adaptive profile c) Fluid leadership d) High-Self Monitors e) Motivational Monitor
d) High-Self Monitors
Bob is an enthusiastic, big-picture thinker who has a reputation among his colleagues as a personable and creative individual. Which of Helen Fisher's Four Personality Types does Bob best represent? a) Explorer b) Director c) Builder d) Negotiator e) None of the above
d) Negotiator
Is it often best to isolate one issue at a time when negotiating? a) Yes- Structure in high stakes arguments is integral because it can help save time for the high powered individuals who part take in the negotiations. b) Yes- because it is the best way to be clear about what perspective each other has on each aspect/issue. c) A & B d) No-because getting the other party to lay out all their issues can often reveal the others true interests and main concerns. e) Never- Because isolating issues will not allow parties to see what the others true interests are at play.
d) No-because getting the other party to lay out all their issues can often reveal the others true interests and main concerns
Which of the following statements about emotion in negotiation is correct? a) Feelings of intimidation are proven to increase creativity, which is important for brainstorming effective solutions in negotiations. b) Research has shown that individuals with damage to the emotional part of the brain are quicker at making decisions. c) Positive feelings aren't proven to increase creativity, but it is important to be positive anyway, so that you don't upset any parties and burn bridges. d) Positive feelings are proven to increase creativity, so it is important to capitalize on staying optimistic. e) B and C.
d) Positive feelings are proven to increase creativity, so it is important to capitalize on staying optimistic.
You bought $1000 worth of stock from company X,1 year later it is worth $200. Instead of selling the stock and reinvesting you keep the stock and it eventually is worth nothing, this is an example of which decision making trap? a) Status-quo b) Framing c) Anchoring d) Sunk-cost e) Confirming-evidence
d) Sunk-cost
Joan and John work at ABC Corporation and it has come time for their quarterly peer appraisal. These reviews make John uncomfortable, and he usually rates his colleagues the highest he possibly can because he is constantly torn between being a supportive co-worker and a hard-nosed judge. On the other hand, Joan often refuses to fill out the peer appraisals because she believes that they threaten the successful nature of the team she works in. Respectively, what two paradoxes of 360-degree feedback are at play in this scenario? a) The paradox of roles and the measurement paradox b) The paradox of purpose and the paradox of group performance c) The measurement paradox and the paradox of rewards d) The paradox of roles and the paradox of group performance e) The paradox of purpose and the paradox of scope
d) The paradox of roles and the paradox of group performance
Imagine you are a manager of very young team which works a lot with state of the art technology. Due to changes in the organizational structure of the company, the team accommodates an older employee who is close to retiring. The young members of the team do not seem to work well with their new colleague because they are not used to the way of working and how the new team member approaches tasks. Which option best suits the situation to help improve the situation? a) Do nothing, just wait for the employee to retire and hope that there won't be changes in the organizational structure again b) Let the team set goals together so everybody acts cohesively c) Address the issue once in a team meeting and then let the team figure out a way to solve the problem d) Use the perspective-taking approach of training to increase empathy within the team and create awareness for the point of view of others e) None of the above
d) Use the perspective-taking approach of training to increase empathy within the team and create awareness for the point of view of others
Which of the following statements is false? a) Democracy is overrated when it comes to peer appraisal b) People are resistant to give feedback when they know it will affect their salary c) Low-performing groups believe peer appraisal assesses blame d) When feedback is easily gathered, it is easily applied
d) When feedback is easily gathered, it is easily applied
Idealized influence, inspiration, intellectual stimulation, and individual consideration a) form the Appreciation Inquiry (AI). AI takes a positive approach to change by focusing on the best practices in an organization. b) are four integral dimensions of developing change champions with OD skills throughout the organization. c) form the Appreciation Inquiry (AI). AI takes a positive approach to the current systems in place by focusing on best practices in an organization. d) develop transformational leaders who are skilled at leading major changes and transforming organizations when integrated with OD skills.
d) develop transformational leaders who are skilled at leading major changes and transforming organizations when integrated with OD skills.
Leaders can create the conditions in which employees thrive by keeping the focus on _________ rather than ________ a) themselves, others b) positives, negatives c) solutions, pointing the finger d) why, what e) others, themselves
d) why, what
As the CEO of your company, you are about to prepare a speech for your team to ensure their engagement and remind the core meaning of your organization's work. Which statement would be the most effective according to Simon Sinek's Golden Circle? a. "We manufacture the best printers in the market. Be proud in our amazing products!" b. "Our printer has the fastest printing rate in the industry. Therefore, we are superior than other companies in the industry" c. "The company must make our shareholders happy. We need to sell more and exceed the sales target this quarter. Let's buckle up and work hard." d. "We believe in enhancing the productivity of our customers. Making our clients' daily tasks effortless and enjoyable is why we make our printers." e. "Everyone is here to make money right? That is why I will be having a competition to reward the best performing department with cash incentive. So please do well this quarter!"
d. "We believe in enhancing the productivity of our customers. Making our clients' daily tasks effortless and enjoyable is why we make our printers."
In order to facilitate a thriving workplace, the leader of the organization must ________. a. Provide the frame b. Know what to pay attention to c. Be aware of the messages he/she is sending to the team d. All of the above
d. All of the above
You are working for Costco and your boss has asked you to take the lead on negotiating a purchase agreement with a new supplier. You recall what you learned in your LPO class on the negotiation process but are having a hard time remembering all the steps. Which of the following is not a step in the negotiation process? a) Bargaining & Problem Solving b) Closure & Implementation c) Clarification & Justification d) Defining Ground Rules e) Research & Planning
e) Research & Planning
If a company wants to be successful, it should focus on which core question from "The Golden Circle"? a) The WHEN b) The WHERE c) The WHO d) The WHAT e) The WHY
e) The WHY
Jillian has been the manager at W Corporation for the past 3 years. He believes that leading others by inspiring them to follow him is sign of an effective leader. His employees always do their assigned tasks but don't take further initiative. What can Jillian do to motivate his employees? a. By giving employees the necessary tools to do their work. b. By having more team projects in his organization he can motivate the employees. c. By giving employees one-on-one time and listening to their problems, ideas, and helping them set interesting goals. d. By making employees feel valued and appreciated, who feel like what they do makes a difference. e. He needs to celebrate his employees and throw more staff parties.
d. By making employees feel valued and appreciated, who feel like what they do makes a difference.
You are the team-manager of the NHL team Vancouver Canucks. A player's agent comes to you with his biggest talent Leon Draitsaitl who is playing in the WHL right now. Upcoming draft you will have the 6th draft pick and the agent tells you he won't contact the top 5 teams because he thinks Draitsaitl will be the next Wayne Gretzky if you offer him great conditions for the player and extra payments for the agent. How do you avoid major negotiation pitfalls if you definitely want to draft the player? a. Focus on your positions not on the interests b. Be honest, share your informations and trust him c. Understand how emotions affect the agent's thinking d. Know your position and pre-estimate his position before e. Answers a. and c.
d. Know your position and pre-estimate his position before
Shirley has been asked to give 360-degree Feedback to an employee. She knows that in 360-degree Feedback, it is important for at least three major groups to give feedback to the employee. What are these three most common groups that give feedback? a. Co-workers, Manager, Customers b. Peers, Subordinates, Co-workers c. Customers, Peers, Subordinates d. Manager, Peers, Subordinates e. None of the above
d. Manager, Peers, Subordinates
"At Company X, we have a nap room and a ping pong table. We get to choose our hours, and have a beautiful open office space. Everyone does a little bit of everything here." This statement BEST describes: a. A Big Picture (Systems) thinking leaders b. The "Big Five" Five Factor Performance Model c. The importance of involving appropriate people in decision making d. Workplace Culture e. Building High Performing Teams
d. Workplace Culture
Which of the following is the reason effective feedback is so important in the workplace? a. Helps to develop careers b. Allows for continuous improvement c. Incentivizes employees d. a., b., and c. e. a. and c. only
d. a., b., and c.
Lucy created a new green initiative at her work that has been performing rather well and saving money for the company by reducing their disposal of waste expenses. She hoped that this would streamline her to the sustainability department head position, but however, upper management has failed to notice or approach her on this issue. Lucy has a ton of other ideas that would help the department and the company. She is, however, reluctant to "sell" herself to upper-management, and would rather be recognized for the work she has done. Lucy is most likely:? a) A High-self monitor b) A Chameleon c) A Modest person d) Work-driven e) A True-to-selfer
e) A True-to-selfer
Which of the following are advantages that Generation Y possesses? a) They are "digital natives" b) They are young and have the perspective of moving up the ranks c) They have to be less flexible d) They only have to work with people from their own culture e) A and B are correct
e) A and B are correct
Based on the reading "Getting 360o Feedback Right", mangers play a key role in successful peer appraisal. They do this how? a) Provide detailed, qualitative feedback followed by coaching and support b) Conducting the evaluations and follow up discussions within a lengthy time frame c) Being passionate about encouraging and using feedback to enhance an employee's skill sets and career d) A and B e) A and C
e) A and C
You are a manager giving feedback to one of your employees. When is it the best practice to give feedback with some negative aspects in front of their peers and subordinates? a) When workshopping with hypothetical feedback, as part of 360 Degree training b) At any time, as long as the sandwich method is used c) In private, if the employee prefers d) In public, in order to boost motivation and productivity e) A&C Only
e) A&C Only
What are challenges that leaders in today's world have to deal with? a) Employees are switching jobs more frequently, therefore it is harder to keep a team together b) They have to manage different age groups with widely different expectations c) Due to globalization, teams frequently consist out of members with different cultural roots d) It is expected from leaders to be available constantly due to technological progress (e.g. smartphones) e) All of the above are correct
e) All of the above are correct
As a middle manager, you're making a recommendation abut a new direction for your organization. There is a lot of uncertainty involved, although data exist to support the different options. Gaining buy-in from your colleagues will be essential to success. Which decision-making strategy is the best fit for this situation? a) Intuitively decide on a best decision, then develop reasons to support your decision. b) This decision is too important to use intuition. Use rational analysis. c) This decision is too big and uncertain for rational analysis. Use your gut. d) Paper-rock-scissors. e) Analyze the options rationally, then choose among the options that are all equally good, using intuition.
e) Analyze the options rationally, then choose among the options that are all equally good, using intuition.
Which of the following statement does NOT belong to openness to experience: a) I have excellent ideas. b) I am quick to understand things. c) I am exciting in my work. d) I pursue self-actualization by seeking new things. e) I usually initiate conversations with strangers.
e) I usually initiate conversations with strangers.
Which of these paradoxes is NOT a reason why peer appraisal can be so challenging? a) Paradox of Rules b) Paradox of Group Performances c) Paradox of Rewards d) Measurement Paradox e) None of the above
e) None of the above
In negotiation, is making multiple offers to the other party typically an effective strategy? a) No, they will likely perceive you as a weak negotiator which could lead to the other party taking advantage of what you have to offer. b) Sometimes, if they appear to be uncooperative, but not if they appear to be easily convinced. c) Sometimes, if they appear to be to be easily convinced, but not if they appear to be uncooperative. d) Yes. Making multiple offers and agreeing to whatever they want could provide bargaining power later in the business relationship. e) Yes, because it signals to the people on the other side that you are willing to be accommodating and interested in understanding their needs.
e) Yes, because it signals to the people on the other side that you are willing to be accommodating and interested in understanding their needs.
Which of the following is not a step taken while Implementing the alternative and evaluating effectiveness? a) Establish commitment b) Identify pros & cons of each alternative c) Provide quantitative reference for comparison d) Check alignment e) b & c
e) b & c
Which of the following is an example of "action" team building? a. Setting team goals and responsibilities. b. Establishing team norms c. Completing a timed task such as building a newspaper house in 30 minutes d. Going on a team outing such as zip lining e. Both A and B f. Both C and D
e. Both A and B
Why is it that many leaders of organizations tend to know so little about what produces, builds, changes, and sustains culture in the workplace? a. They are often physically removed from their teams. b. They have no impact in the way culture develops. c. They are often psychologically removed from their teams. d. Both A and B e. Both A and C
e. Both A and C
The 3-by-3 model of high-performing teams consists of three pillars (goals, norms, and rules). According to this model, in order to develop these pillars, the team needs to: a. Be open to feedback, have a transparent structure, and have a results-oriented mindset b. Create goals, rules, and a healthy work environment. c. Create obtainable goals, be motivated, and be incentivized to achieve these goals. d. Create obtainable goals, be motivated, and have logical rules in place. e. Establish commitments, check alignment, and close the gap between saying and doing.
e. Establish commitments, check alignment, and close the gap between saying and doing.
