Organizational Leadership Final Exam

idea incubator.

A safe harbor where ideas from employees can be developed without interference is called an:

change.

A vision deals with:

little authority over subordinates and cannot evaluate their work.

According to Fiedler's contingency model of leadership, position power is low when the leader has:

may be moderately well liked and have some power.

According to Fiedler's contingency theory of leadership, in situations of moderate favorability, a relationship-oriented leader:

They are more effective when a situation is highly unfavorable because a great deal of structure and task direction is needed.

According to Fiedler's contingency theory of leadership, which of the following statements is true of task-oriented leaders?

creating a vision.

According to the Model of Spiritual Leadership, spiritual leaders start by:

not all ethical standards are codified into law.

Although current laws often reflect minimum ethical standards:

both leaders who care deeply about customers, stockholders, and employees and leaders who trust others.

An adaptive organizational culture is characterized by:

to both large and small groups.

Appreciative inquiry can be applied:

value.

At Pottery Barn, a thick $24 bath towel is icon of the company's aspiration--- design, quality, and price. This is an example of:

both emphasize the socialization of new employees and have rigorous hiring practices.

Companies with strong, healthy cultures:

achievement culture.

Competitiveness, aggressiveness, personal initiative, and the willingness to work hard characterize the:

clan culture.

Cooperation, consideration, fairness are values associated with the:

internal integration.

Culture helps members develop a collective identity and know how to work together efficiently. This is called:

it violates the reciprocal relationship between employees and the organization.

Employees resist change because:

-signal important cultural values through their daily actions. -can change unadaptive cultures by their actions. -are watched by employees.

Encouraging lower-level managers to take time off did no good until top leaders took time off. This example shows that leaders:

communicate the vision and strategy.

In stage 4 of the change process, leaders:

symbol.

J. C. Penney is selling its art collection and putting up photos of employees to recognize the worth of front-line employees. This is an example of a:

culture gap.

Kinko's has freewheeling culture whereas FedEx, has a culture based on structure and discipline.Their merger is an example of a:

transactional leadership.

The forces driving the need for organizational change do NOT include:

Low Impact, Hard to Execute.

The manager of a successful mailorder clothing company decided to implement teams. The idea failed. According to the model for making strategic decisions, this decision that was:

increased morale.

The negative impact of change does NOT include:

Strategy

______________is the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.

Strategic leadership

_____________means the ability to anticipate and envision the future and maintain flexibility.

Employee Centered Leadership

a leadership behavior that displays a focus on the human needs of subordinates.

Self-Confidence

assurance in one's own judgements, decision making, ideas, and capabilities.

Honesty

truthfulness and non deception.

more responsibility for the decision can be delegated to them

According to the Vroom-Jago contingency model of leadership, if subordinates have a high level of expertise in relation to a problem, _____.

is relationship-oriented.

According to the least preferred coworker (LPC) scale of Fiedler's model of leadership styles, if the leader describes the least preferred coworker using positive concepts, the leader:

dreams big and transforms those dreams into strategic action.

According to the model showing four possibilities of leadership, the Effective Leader:

vision statement.

For the New York City Transit, "no graffiti" is the company's:

-globalization. -technological change. -increased competition.

Forces driving the need for organizational change include:

Rely on the rule of reciprocity.

High performance cultures incorporate the following values EXCEPT:

-The whole is more important than the parts. -Equality and trust are primary values. -The culture encourages risk taking, change, and improvement.

High performance cultures incorporate the following values:

both passionately believe in an idea and fight to convince others of its value.

Idea champions:

external adaptation.

If the competitive environment requires speed and flexibility, the culture should embody values that support adaptability and a fast response. This is an example of:

meet their own needs.

In an adaptive organizational culture, leaders do all EXCEPT:

-value people. -initiate change. -pay close attention to their constituencies.

In an adaptive organizational culture, leaders:

company vision, mission, and strategic goals.

In considering what values are important for the organization, leaders consider:

self-interest.

In the new paradigm, leaders emphasize all EXCEPT:

-accountability. -responsibility. -integrity.

In the new paradigm, leaders emphasize:

discovery

In the____________ stage of appreciative inquiry, people identify "the best of what exists"—the organization's key strengths and best practices.

open innovation.

Including customers, strategic partners, suppliers, and other outsiders directly in the innovation process is called:

-creative values. -unofficial activity. -open culture.

Innovation may come from:

-changes mental models. -moves people "sideways" to try different perceptions. -is concerned with possibilities.

Lateral thinking:

both a company placing emphasis on ethics and a company providing moral leadership.

Leaders at Baxter International Inc. yanked a product from the market when several people died after undergoing dialysis using a Baxter filter. This is an example of:

create visions

Leaders in nonprofit organizations _______________ so people know where the organization wants to go.

-have the courage to act on their beliefs. -know who they are. -know what they stand for.

Leadership experts agree that effective leaders:

-creating change. -influencing followers. -shared purpose.

Leadership involves

maintaining stability.

Leadership involves all EXCEPT:

Managers maintain stability while leaders promote change.

Managers and leaders are different because:

Who are we as an organization?

Mission answers the question:

synergy

One way companies gain________ is through alliances and partnerships.

hire people who display the characteristics of creative individuals.

Organizations that want to encourage innovation:

-reading a different newspaper. -changing your reading habits. -changing your sleeping hours.

Personal approaches to stretch your mind when solving problems could include behaviors such as:

creating a stable environment.

Planned organizational change does NOT include:

-empowering employees. -developing a compelling vision. -forming a powerful coalition.

Planned organizational change include:

examining trends.

Progressive Insurance was the first to offer rate quotes online. This example shows that developing effective strategy requires:

vision establishes a standard of excellence.

Salespeople at Nordstrom have a clear picture of superior customer service so they can serve customers better. This example best shows that:

discovery

Samsung Electronics reenergized the company by focusing on innovation rather than imitation. This example shows that ____________can serve as a noble purpose

each element in a system will serve the mission of the whole system.

Self-reference means that:

strategy.

Situation analysis includes a search for SWOT which includes all EXCEPT:

-work sharing. -cutting pay and benefits. -downsizing.

Some of the most difficult changes are related to:

may not be consciously aware of them.

Some values become so deeply embedded in a culture that organizational members:

-fear. -anger. -sense of failure.

Spiritual leadership is the dramatic reduction of negative feelings such as:

-structural design. -rules, policies, or procedures. -pay or reward systems.

Strategy is executed through:

personal compact.

Techniques to smooth the change process do NOT include:

-participation and involvement. -coercion. -communication and training.

Techniques to smooth the change process include:

creating a destiny

The final stage of AI is ________________ by translating the ideas identified in the previous stages into concrete action steps.

-more international markets. -bigger markets. -fewer barriers.

The forces driving the need for organizational change include:

strict rules and regulations.

The innovative organization includes all EXCEPT:

-alignment. -creative values. -team collaboration

The innovative organization includes:

generating a set number of ideas.

The keys to effective brainstorming include all EXCEPT:

-freewheeling. -no criticizing. -combining ideas.

The keys to effective brainstorming include:

violated the employees' personal compact.

The manager at the Marriott wanted to change the incentive system to offer bonuses tied to the hotel's financial performance, but employees balked. This example shows that the manager:

Univolved

The person who is low both on providing vision and stimulating action is a(n):

both embodied within each employee and embodied within the organization itself.

The standards for ethical conduct are:

electronic brainstorming.

The steps of appreciative inquiry do NOT include:

-discovery. -dream. -destiny.

The steps of appreciative inquiry include:

developing a vision for the future.

The tools of strategy execution include all EXCEPT:

-follower support. -pay or reward systems. -strong leadership.

The tools of strategy execution include:

artifacts such as dress, office layout, symbols, slogans, and ceremonies.

The visible level of corporate culture can be best described as:

-use SWOT analysis. -consider trends in technology. -develop industry foresight.

To determine strategic direction for the future, leaders:

spiritual ideals.

Values and practices such as integrity, humility, respect, and personal reflection are considered:

confuse stock price with corporate value.

Values-based leaders do all EXCEPT:

-generate respect based on the courage to uphold values. -demonstrate values. -generate a high level of trust from employees.

Values-based leaders:

both whether a particular choice will have a high or low strategic impact on the business and whether execution of the decision will be easy or difficult.

When making strategic decision, the leader considers:

brainstorming.

Whirlpool sends teams of eight people to live together for seven weeks—and to use Whirlpool appliances for cooking and cleaning. This is an example of:

Socialization

____ is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization.

Lateral thinking

_________ is a set of systematic techniques for changing mental concepts and generating new ones.

Spiritual leadership

________________ is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership.

Great Man Approach

a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders.

Vision

a picture of an ambitious, desirable future for the organization or team.

Optimism

a tendency to see the positive side of things and expect that things will turn out well.

Leadership Grid

a two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production.

Drive

high motivation that creates a high effort level by a leader.

Job Centered Leadership

leadership behavior in which leaders direct activities toward efficiency, cost-cutting, and scheduling, with an emphasis on goals and work facilitation.

Management

the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, leading, and controlling organizational resources.

Traits

the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance.

Integrity

the quality of being whole and integrated and acting in accordance with solid ethical principles.