Global Leadership Issues And Practices 2nd Edition Ball

Module 11 Global Leadership Issues and Practices

1) A strong grasp of the business fundamentals that underlie international business is an important first step to selecting and developing global leaders.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 1 Easy
Learning Objective : 11-01 Discuss the importance of creating a company global mind-set.
Topic : Creating a Global Mindset

There is no universal approach to selecting and developing global leaders. However, we know that a strong grasp of the business fundamentals that underlie international business is an important first step. Experiences in different cultures, languages, and other unfamiliar areas may also help you to develop the "right stuff" to meet the complex international challenges that global leaders confront.

2) Warren Bennis, one of the leading scholars of leadership and management, noted that leaders administrate while managers innovate.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Difficulty : 1 Easy
Learning Objective : 11-02 Describe what distinguishes the practice of global leadership from domestic leadership.
Topic : Global versus Domestic Leadership

Warren Bennis, one of the leading scholars of leadership and management, noted that leaders inspire while managers control; leaders innovate while managers administrate.

3) Global leaders confront more complex leadership contexts than do domestic leaders.

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Context is one of the key factors in differentiating global and domestic leadership.

4) Global leaders face the challenge of multiplicity, which refers to the challenge of dealing with information that lacks clarity.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Learning Objective : 11-02 Describe what distinguishes the practice of global leadership from domestic leadership.
Topic : Global versus Domestic Leadership

Multiplicity refers to the geometric growth in the volume and nature of issues while ambiguity refers to the challenge of dealing with information that lacks clarity.

5) Among the skills necessary for a global leader are cultural adaptability and an ability to work with and inspire individuals from a range of cultures and nations.

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International companies require a new type of leader to compete successfully in this complex and dynamic global environment. In addition to proficiency in business, they must have cultural understanding and adaptability and be able to work with and inspire individuals from a range of nations and cultures.

6) Henry Mintzberg identified the spokesperson role and the liaison role as important ones for global leaders to take.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Difficulty : 1 Easy
Learning Objective : 11-03 Identify the competencies required for effective global leadership.
Topic : Developing Effective Global Leaders

Henry Mintzberg identified a range of roles including that of spokesperson and liaison.

7) The GLED model suggests that some individual characteristics are antecedent to the development process.

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⊚ false

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Bloom's : Remember
Topic : Developing Effective Global Leaders
Learning Objective : 11-04 Distinguish among the approaches for selecting and developing effective global leaders.

Some of these characteristics include openness, optimism, self-confidence, and emotional stability.

8) A study of the liberal arts disciplines of history, political science, foreign languages, and geography would be a helpful background for an aspiring global leader.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Topic : Developing Effective Global Leaders
Learning Objective : 11-04 Distinguish among the approaches for selecting and developing effective global leaders.

These disciplines will help the global leader understand context. Global leaders require strong training in business fundamentals, including international business. Knowledge of history, geography, and political science, among other topics, is valuable because these areas enhance international understanding and performance

9) Global teams are characterized by low levels of diversity and high levels of geographic dispersion.

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⊚ false

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Bloom's : Remember
Topic : Global versus Domestic Leadership
Learning Objective : 11-05 Describe global team leadership skills.

Global teams are characterized by high levels of diversity, as well as geographic dispersion, and virtual rather than face-to-face interaction.

10) The three main team leadership activities in any environment are establishing the team, coaching team members, and setting team norms.

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These are the three main team leadership activities.

11) Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

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This is the definition of team norms. They greatly influence the dynamics of the team, especially in two areas, cooperation and consideration.

12) Expectations of team leadership style are the same in all cultures.

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Culture impacts leadership expectations. Global team members bring different cultural expectations to the team environment, including the way they think of the team at deep levels.

13) The mapping step in the MBI model provides an opportunity for team members to discuss their common traits and their differences.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Topic : Global versus Domestic Leadership
Learning Objective : 11-05 Describe global team leadership skills.

One way to get at understanding the various cultures of team members is to use the map-bridge-integrate (MBI) model. Developed by Martha Maznevski, the MBI model is a process that can open up the cultural assumptions team members may have. Mapping, the first step, lets the team members discuss their differences and similarities; that is, they map their relevant characteristics.

14) Within the MBI model, integration involves seeing the other person's point of view.

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Bridging involves seeing the other person’s point of view while integration is the process of managing the various differences among team members.

15) Most virtual teams meet at their launch and during crisis times.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Difficulty : 1 Easy
Topic : Global versus Domestic Leadership
Learning Objective : 11-05 Describe global team leadership skills.

Most teams meet at their launch and when a crisis occurs.

16) Social loafing is not an issue on virtual teams.

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Social loafing can be a serious issue on virtual teams.

17) Seeing what needs to be done is a management, rather than a leadership, element.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Learning Objective : 11-06 Identify some of the challenges of leading global change.
Topic : Challenges of Leading Global Change
Bloom's : Remember
Difficulty : 1 Easy

Seeing what needs to be done is an element of leadership, according to Jim Clawson.

18) Kurt Lewin's model of change involves understanding the need for change, changing, and evaluating the change.

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Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Learning Objective : 11-06 Identify some of the challenges of leading global change.
Topic : Challenges of Leading Global Change
Bloom's : Remember

Lewin's model involves unfreezing, moving, and refreezing.

19) Kotter's model for change is an eight-step process that includes ways to make the change stick through leadership and succession.

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Another way to understand this final step in Kotter's model is that change is institutionalized.

20) Companies in which the culture reflects a high power distance will rely on hierarchy in which managers make decisions.

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⊚ false

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Learning Objective : 11-06 Identify some of the challenges of leading global change.
Topic : Challenges of Leading Global Change

People from cultures characterized by high power distance will feel most comfortable with hierarchy and will want top managers to make decisions and issue directives.

21) Research indicates that many CEOs feel that a prerequisite for global industry dominance is

A) being socially responsible.
B) having good technology.
C) developing a company global mind-set.
D) understanding culture and geography.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Difficulty : 1 Easy
Learning Objective : 11-01 Discuss the importance of creating a company global mind-set.
Topic : Creating a Global Mindset

Research indicates that many CEOs feel developing a company global mind-set is a "prerequisite for global industry dominance."

22) The two key components of a global mind-set are global emotional intelligence and

A) experience in other cultures.
B) knowledge of foreign languages.
C) intellectual intelligence.
D) emotional stability

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Learning Objective : 11-01 Discuss the importance of creating a company global mind-set.
Topic : Creating a Global Mindset

Global mind-set has two key components: (1) intellectual intelligence, which includes business acumen, and (2) global emotional intelligence, which includes self-awareness, cross-cultural understanding, cultural adjustment, and cross-cultural effectiveness.

23) According to Percy Barnevik, how should a global manager respond when told “You can’t do that in Brazil because of current government regulations.”?

A) They should accept this fact and move on to another concern.
B) They should follow the law as it is set in their country and ignore regulations of Brazil.
C) They should take this as an opportunity to innovate.
D) They should accept that there are some things which cannot be changed, especially in terms of government.

Percy Barnevik, who served as the leader for the merger of the Swedish firm Asea AB with the Swiss company BBC Brown Boveri Ltd. to create the global engineering and manufacturing giant ABB, observed that “Global managers have exceptionally open minds. Global managers don’t passively accept it when someone says, ‘You can’t do that in Italy or Spain because of the unions,’ or ‘You can’t do that in Japan because of the Ministry of Finance.’ They sort through the debris of cultural excuses and find opportunities to innovate.”

24) Warren Bennis would agree that

A) the leader inspires, while the manager controls.
B) the leader orders, while the managers requests.
C) the leader is charismatic, while the manager is a functionary bureaucrat.
D) the leader is acclaimed, while the manager is appointed.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Bloom's : Remember
Learning Objective : 11-02 Describe what distinguishes the practice of global leadership from domestic leadership.
Topic : Global versus Domestic Leadership

"The leader inspires, while the manager controls" captures one of the essential differences between leaders and managers.

25) What is one of the distinctions Warren Bennis made between leaders and managers?

A) The leader asks "what?" and "how?" while the manager asks "why?" and "how much?"
B) The leader orders, while the managers requests.
C) The leader is charismatic, while the manager is a functionary bureaucrat.
D) The leader develops, while the manager maintains.

"The leader originates; the manager imitates" captures one of the essential differences between leaders and managers.

26) When they examined the work characteristics of more than 12,000 global leaders, researchers from the Corporate Executive Board (CEB) found that, in comparison to their peers who operated in single markets, global leaders

A) worked with twice as many people that they did not manage directly.
B) were 32 percent more likely to possess market information that was accurate.
C) had a span of responsibilities that were twice as broad.
D) worked with 160 percent more stakeholders.

When they examined the work characteristics of more than 12,000 global leaders, researchers from the Corporate Executive Board found that, in comparison to their peers who operated in single markets, global leaders worked with 17 percent more people that they did not manage directly; were 32 percent less likely to possess market information that was accurate; had a 74 percent broader span of responsibilities; and worked with 160 percent more stakeholders.

27) The four overlapping dimensions of complexity that have been identified as relevant to globalization and the challenge confronting global leaders include multiplicity, dynamism, interdependence, and

A) complexity.
B) reversibility.
C) stability.
D) ambiguity.

Scholars have identified four overlapping dimensions of complexity that are relevant to globalization and the challenge confronting global leaders: (1) multiplicity, which refers to the geometric growth in the volume and nature of issues global leaders deal with, (2) interdependence, which recognizes that although dispersed geographically, the different units of the company are systematically linked to each other and increasingly dependent on external organizations, (3) ambiguity, which refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts, and (4) dynamism, which recognizes that the international system itself is constantly changing.

28) The geometric growth in the volume and nature of issues global leaders deal with is known as

A) multiplicity.
B) proximity.
C) interdependence.
D) dynamism.

Scholars have identified four overlapping dimensions of complexity that are relevant to globalization and the challenge confronting global leaders. One of these, multiplicity, refers to the geometric growth in the volume and nature of issues global leaders deal with.

29) The challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts, is known as

A) complexity.
B) cognition.
C) interdependence.
D) ambiguity.

Identified by scholars as a dimension of complexity, ambiguity refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts.

30) Kent Floor Coverings Inc. is a global company with offices located around the world. The leaders of the company recognize that while these offices are found in different geographic locations, they are all still systematically linked to one another. Which dimension of complexity does this describe?

A) complexity
B) cognition
C) interdependence
D) ambiguity

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Learning Objective : 11-02 Describe what distinguishes the practice of global leadership from domestic leadership.
Topic : Global versus Domestic Leadership
Bloom's : Apply

Scholars have identified four overlapping dimensions of complexity that are relevant to globalization and the challenge confronting global leaders: (1) multiplicity, which refers to the geometric growth in the volume and nature of issues global leaders deal with; (2) interdependence, which recognizes that although dispersed geographically, different units of the company are systematically linked to each other and increasingly dependent on external organizations; (3) ambiguity, which refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts; and (4) dynamism, which recognizes that the international system itself is constantly changing.

31) Sasha has been a manager for 15 years. Recently, his company expanded operations and now markets globally. Since that time, Sasha has had to deal with significantly more critical issues. Which aspect of complexity is affecting Sasha?

A) ambiguity
B) multiplicity
C) interdependence
D) dynamism

32) Global leaders confront increased ambiguity because

A) they find themselves unable to make decisions.
B) their environment is more difficult than that of the domestic leader.
C) much of the information they receive is difficult to give meaning to.
D) each global unit runs independently.

Scholars have identified four overlapping dimensions of complexity that are relevant to globalization and the challenge confronting global leaders: (1) multiplicity, which refers to the geometric growth in the volume and nature of issues global leaders deal with; (2) interdependence, which recognizes that although dispersed geographically, different units of the company are systematically linked to each other and increasingly dependent on external organizations; (3) ambiguity, which refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts.

33) Shelf Electronics Group has always been a leader in the domestic market. After entering the global market, the company has been challenged by the ever-changing market which the company finds more difficult to predict than the domestic market. Which aspect of complexity is Shelf Electronics being challenged by?

A) dynamism
B) interdependence
C) multiplicity
D) ambiguity

Scholars have identified four overlapping dimensions of complexity that are relevant to globalization and the challenge confronting global leaders: (1) multiplicity, which refers to the geometric growth in the volume and nature of issues global leaders deal with; (2) interdependence, which recognizes that although dispersed geographically, different units of the company are systematically linked to each other and increasingly dependent on external organizations; (3) ambiguity, which refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts; and (4) dynamism, which recognizes that the international system itself is constantly changing.

34) Project GLOBE found that

A) all cultures think of leadership in the same way.
B) leadership is individualistic to each culture, with little overlap.
C) leadership is nonexistent in some developing countries.
D) some leadership traits are shared among all cultures.

Some traits are shared among all cultures (decisive, informed, honest, dynamic, administratively skilled, coordinator, just, team builder, effective bargainer, dependable, win–win problem solver, plans ahead, intelligent, and excellence oriented).

35) Acceptable leadership traits across cultures, according to Project GLOBE, include

A) directive, not afraid of criticizing others, and direct.
B) planning, able to stick to schedule, and able to stay within budget.
C) effective bargainer, dependable, win-win problem solver, and plans ahead.
D) high context, high power distance, and high tolerance for ambiguity.

The 22 leadership traits that were universally acceptable included being decisive, informed, honest, dynamic, administratively skilled, able to coordinate, just, a team builder, an effective bargainer, dependable, a win–win problem solver, a forward planner, intelligent, and a seeker of excellence.

36) Leadership traits viewed universally as unacceptable, according to the Project GLOBE study, are

A) egocentric, loner, and dictatorial.
B) indecisive, unprincipled, and dishonest.
C) indirect, indecisive, and antisocial.
D) passive, indirect, and unprincipled.

Eight leadership traits were universally unacceptable: being ruthless, egocentric, asocial, nonexplicit, irritable, noncooperative, dictatorial, and a loner.

37) The GLOBE project revealed that the largest number of leadership traits were contingent on

A) geographic location.
B) power distance.
C) cultural context.
D) product versus service.

Project GLOBE—more commonly known as the House study, after its initiator, Robert J. House—found that the largest number of leadership traits were contingent on cultural context.

38) Melanie is known at work for being the manager with the greatest concern for the well-being of others. Which leader style does she possess?

A) humane
B) team-oriented
C) autonomous
D) participative

Follow-up studies by the same research team developed country clusters based on leaders’ styles. The six styles with their focuses are: (1) Performance-oriented: high standards, decisiveness, innovation vision, and core values. (2) Team-oriented: pride, loyalty, collaboration, team cohesiveness, and a common purpose. (3) Participative: input from others in decision making and implementation; delegation and equality. (4) Humane: compassion, generosity, patience, and support; well-being of others. (5) Autonomous: independent, individualistic, and self-centric. (6) Self-protective: procedural, status-conscious, face-saving, safety, and security.

39) Research conducted by Aperian Global identified five abilities that returning expatriates thought were necessary for a successful global leadership assignment, including

A) monitoring.
B) seeing differences.
C) innovating ideas.
D) negotiating.

Research conducted by Aperian Global identified "seeing differences" as an ability that returning expatriates thought necessary for a successful global leadership assignment. This involves a self-awareness in cultural contexts. Leadership patterns are shaped by culture, and other ways to get things done exist.

40) When selecting the manager for the new global team, the company wanted to find someone who understood the importance of developing relationships with co-workers, vendors, and suppliers. Which of the traits identified by Aperian Global does this represent?

A) localize
B) integrate and lead change
C) make connections
D) negotiating

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Learning Objective : 11-03 Identify the competencies required for effective global leadership.
Topic : Developing Effective Global Leaders
Bloom's : Apply

What competencies should a global leader have to perform successfully? Research conducted by Aperian Global, a consulting company whose goal is to open the world for its clients, identified five abilities returning expatriates thought necessary for a successful global leadership assignment. One of these is to make connections because, in the global environment, relationships are a prerequisite for getting things done. “Results through relationships” is a key observation.

41) According to Mintzberg and others, the roles of the global leader include

A) negotiator and change agent.
B) supervisor and administrator.
C) superintendent and monitor.
D) marketer and salesperson for change.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Bloom's : Remember
Learning Objective : 11-03 Identify the competencies required for effective global leadership.
Topic : Developing Effective Global Leaders

Negotiator and change agent are among the roles laid out by Mintzberg.

42) According to Mintzberg and others, the roles of the global leader includes the ability to advocate and represent the company. In other words, to be a(n)

A) spokesperson.
B) administrator.
C) monitor.
D) controller.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Understand
Difficulty : 2 Medium
Learning Objective : 11-03 Identify the competencies required for effective global leadership.
Topic : Developing Effective Global Leaders

Among the roles identified by Mintzberg and others as being those that a global leader may need to take is the role of spokesperson.

43) In his role as a global leader for Hintz Development Group, Jaxon makes deals with internal and external groups and also manages conflict among these groups. Which of the roles identified by Mintzberg does this demonstrate?

A) negotiator
B) spokesperson
C) liaison
D) innovator

Management scholar Henry Mintzberg and others have identified a range of roles that a global leader may need to take, including: (1) Monitor—scanning environments, seeking information, monitoring different units of the company. (2) Spokesperson—advocating and representing the company, communicating with different levels of internal and external stakeholders. (3) Liaison—networking, coordinating, spanning internal and external boundaries. (4) Leader—motivating and coaching individuals and teams, building and maintaining corporate culture. (5) Negotiator—making deals, managing conflict. (6) Innovator—seizing opportunities, generating new ideas, promoting a vision for the company. (7) Decision maker—troubleshooting, making decisions. (8) Change agent—taking action, developing and implementing change plans.

44) Research by scholars at the Center for Creative Leadership suggests that, in comparison to domestic leaders, global leaders are

A) less emotionally stable.
B) more flexible.
C) more challenged in their ability to learn.
D) more prone to monitoring.

Research by scholars at the Center for Creative Leadership suggests that global leaders are more challenged in the areas of emotional stability, ability to learn, and decision-making and negotiating roles than are domestic leaders.

45) Which of the roles of a global leader identified by Mintzberg refers to a leader who seizes opportunities and generates new ideas?

A) change agent
B) innovator
C) negotiator
D) monitor

46) From a survey of the research on global leadership, Alan Bird collected more than 220 competencies and divided them into three categories, those needed to manage the business, to manage people and relationships, and to manage

A) time constraints.
B) thought.
C) the self.
D) competitor actions.

From a survey of the research on global leadership, Alan Bird has collected more than 220 competencies and divided them into three categories: those needed to manage the business, to manage people and relationships, and to manage the self.

47) The Pyramid Model of Global Leadership identifies

A) character traits necessary for global leaders.
B) personality traits necessary for global leaders.
C) a progression of skills required for effective global leadership.
D) a progression of activities necessary to build global leadership skills.

The Pyramid Model describes a progression of skills upon which global leadership rests.

48) The Pyramid Model of Global Leadership has the following elements:

A) a bottom level with four threshold traits.
B) an apex with interpersonal skills that enable global leaders to perceive and understand their world.
C) four levels of skills required for effective global leadership.
D) a top level with system skills to influence people and systems inside and outside the organization.

The five-level Pyramid Model of Global Leadership attempts to identify a progression of skills required for effective global leadership. At the bottom level is a baseline of necessary global knowledge. Building on this knowledge is a second level of four threshold traits: humility, integrity, inquisitiveness, and resilience. Level 3 includes attitudes and orientations that affect the way global leaders perceive and interpret their world, while the fourth level includes interpersonal skills that enable global leaders to effectively cross cultures. Level 5, the very apex of the pyramid, includes system skills that enable global leaders to effectively influence people and systems inside and outside the company.

49) What is found at the base, or bottom level, of the Pyramid Model of Global Leadership?

A) global knowledge
B) attitude and orientations
C) threshold traits
D) system skills

50) A company would use the CCAI assessment to evaluate

A) job performance for global assignments.
B) cross-cultural adaptability.
C) personality predispositions.
D) decision making ability.

The CCAI is a tool for self-assessment of cross-cultural adaptability. It can be used to assess an individual’s capability to adjust to a new culture and to design a training program to enhance success in relocating to another culture.

51) GLED and Right Stuff are models for

A) developing global leaders.
B) developing and assessing global assignees.
C) understanding global leadership situations.
D) evaluating global leadership performance.

These are both models for developing global leaders.

52) The GLED model of global leadership development assumes that outcomes are influenced by a

A) transformational process.
B) monitoring process.
C) training schedule.
D) predetermined objective.

The GLED model recognizes what the manager brings to the situation (antecedents) and offers a transformative change to build skills. The model assumes a transformational process influences the relationship between the initial conditions and the outcomes that result.

53) The GLED model of global leadership development is thought to be determined by four dependent variables. These include cognitive processes, intercultural competence, global organizing expertise, and

A) individual characteristics.
B) cultural exposure.
C) global education.
D) global knowledge.

The level of global leadership expertise is thought to be determined by four dependent variables: cognitive processes, global knowledge, intercultural competence, and global organizing expertise.

54) What is one of the four antecedents associated with the GLED model?

A) cognitive processes
B) global knowledge.
C) global organizing expertise.
D) cultural exposure

It begins with antecedents for the development of global leaders and their expertise, divided among four categories: individual characteristics, cultural exposure, global education, and project novelty.

55) The Right Stuff model argues that a major determinant of the relevant lessons and skills the leader needs is the

A) company’s global business strategy.
B) relevance of the global market versus the international market.
C) cultural cohesion between leader and company.
D) length of term of office of the global leader.

This model argues that the company’s global business strategy is a major determinant of the relevant lessons and skills the leader needs.

56) A standardized global leadership development approach

A) is under development by leading scholars.
B) has been available to firms for many years.
C) has reduced the complexity of global leadership development.
D) is unlikely, given the complexity of the process.

The process of global leadership is so complex that it is unlikely that there will be a standardized approach in the foreseeable future.

57) The route to global leadership

A) is well established on the MBA foundation.
B) has many options, depending on context.
C) involves recognizing the traits early because global leaders have skills they were born with.
D) is dependent on early career success in developing quantitative skills and knowledge of foreign languages.

The route to global leadership depends on the context of the leadership position.

58) Development of global leadership skills is

A) a linear and exacting process.
B) well established and can be followed by anyone who wants to become a global leader.
C) a process that is not individualized.
D) a nonlinear process that involves a set of diverse experiences.

The process is nonlinear, inexact, and involves diverse experiences that build leadership and cross-cultural skills.

59) If a student wants to become a global leader, what is the least appropriate option to pursue?

A) Study abroad and live with host families.
B) Build language and cultural fluency.
C) Travel as much as possible.
D) Stay at home and develop home country-specific skills and experience.

All of these experiences build skills important in the development of global leadership, except staying at home.

60) The goal of global leadership development is to

A) tick off the boxes so that management will recognize your skills.
B) build language fluency.
C) obtain the variety of transformational experiences that are needed to develop global leadership capability.
D) build allies and networks in the firm where your skills are recognized.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Difficulty : 1 Easy
Topic : Developing Effective Global Leaders
Learning Objective : 11-04 Distinguish among the approaches for selecting and developing effective global leaders.

The goal of the leadership development process is to develop global leadership experientially through transformational experiences.

61) Juanita and Phillipe both work for the marketing team at Nylor Corp. Juanita works at the San Francisco office and Phillipe works in Italy. Most of their colleagues in their department also work in different geographic areas, so they communicate mostly through email and video conferencing. This is an example of a(n)

A) global team.
B) corporate affiliate.
C) small group.
D) acquisition.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Topic : Global versus Domestic Leadership
Bloom's : Apply
Learning Objective : 11-05 Describe global team leadership skills.

Global teams with members in more than one country are an increasingly common approach in international work. Such teams are characterized by high levels of diversity, geographic dispersion, and virtual rather than face-to-face interaction.

62) Team leadership has what main activities?

A) directing and evaluating
B) directing and organizing
C) establishing, coaching, and setting norms
D) organizing, managing, and evaluating.

Leading teams in almost any context includes three main activities: establishing the team, coaching team members, and setting team norms. Each has an enhanced aspect when the context is global.

63) What does the leader want to accomplish when establishing the team?

A) Set boundaries for the team.
B) Encourage strong member identification with the team and team norms.
C) Direct activities so the team can meet its goals.
D) Encourage team members to be critical of one another.

During the phase of establishing the team, team leaders want to encourage strong member identification with the team and its norms.

64) No one in the department wants to work with Joanna on a project since she was responsible for poor financial decisions on the last project. As the team leader, Nathan works to promote Joanna’s strengths to the rest of the group and they agree she can work on the project in a different capacity that aligns with her skills. What activity did Nathan use as a team leader in this process?

A) altering team feedback
B) establishing the team
C) coaching team members
D) setting team norms

The next group leader activity is coaching team members. When faced with diversity, coworkers who are unfamiliar with the work of a group member tend to expect that person to perform poorly. Such expectations occur regardless of the person’s actual skill level and can be self-fulfilling.

65) Team coaching is critically important in global teams because

A) with high levels of diversity, team members are challenged to understand one another’s self-concept.
B) team members need coaching to cross cultural barriers.
C) global teams are challenged with diversity, which leads to innovation.
D) team mores must be established and agreed upon.

When team members see one another as each member sees himself or herself, and when team members feel their team is distinctive, even when it is very diverse, high levels of motivation are likely to exist. An environment where these positive team norms can come into play is especially useful in global teams, where high levels of diversity challenge team members to grasp one another’s self-concepts, which are influenced by subtle levels of cultural values.

66) Legitimate, shared standards against which the appropriateness of behavior can be evaluated are known as

A) corporate strategies.
B) organizational directives.
C) team norms.
D) behavioral objectives.

Legitimate, shared standards against which the appropriateness of behavior can be evaluated are known as team norms.

67) Global team leaders want to set specific team norms because

A) leaving the norming process to team members will allow the predominant culture to dominate.
B) global teams work best with norms of accountability and independence.
C) without norms or with dysfunctional norms, global teams are likely to underperform.
D) norms that support consideration and cooperation lead to good team functioning.

Norms of consideration and cooperation support team functioning.

68) One way a company can foster cooperation in a global team is to

A) allow a single manager to be in charge of all subsidiaries.
B) establish a reward structure.
C) make sure team members work independently.
D) use a bottom-up hierarchy.

One way to support cooperation in a global team is to increase the level at which team members see one another as members of their in-group. Reward structures also can encourage group cooperation.

69) Jenna was pleased when the team leader asked Brett to stop using offensive language during the weekly international web calls. She found his language offensive and felt it reflected poor manners. The team leader’s response is a reflection of

A) the liaison role.
B) norms of cooperation.
C) the difference principle.
D) norms of consideration.

Norms of consideration—sensitivity to others or what is sometimes described as good manners—are also important to teams, and especially global teams. For example, when potentially offensive language is self-censored, diverse groups tend to build trust more quickly. The sooner that happens, the sooner the team can move to a constructive focus on the task at hand.

70) When Tuff-Stuff Athletic Group entered the international market, they were prepared for an increase in competitors and more customers who needed to be serviced. Which aspect of complexity does this describe?

A) multiplicity
B) interdependence
C) duplicity
D) ambiguity

Multiplicity arises from the increased number of players in the game. Globalization brings more competitors, more stakeholders, and more customers, creating many more relationships to manage and viewpoints to consider.

71) With regard to globalization's complexity, the condition of multiplicity means that

A) many currencies may be used.
B) financial markets may have different rules.
C) there are many more players and many more relationships to maintain.
D) increased ambiguity can work in the global leader's favor.

Multiplicity pertains to the many more players and thus, many more relationships the global leader has to maintain.

72) After entering the international market, Zephyr Industrial Fans was faced with a mountain of data. Production team and marketing team members interpreted this data differently, which caused frustration as the teams struggled to determine the best way to analyze it. Which element of complexity does this scenario demonstrate?

A) ambiguity
B) interdependence
C) multiplicity
D) diversity

Along with multiplicity and interdependence comes increased ambiguity, which results from the multiple ways we have to interpret an increasing amount of data. Yet the more data we have, the less clear the path for interpreting these data. Cause-and-effect relationships are not clear; there are many plausible ways to interpret the same data, and the information itself may not be clear.

73) The inclination in diverse global teams is to

A) treat everyone the same.
B) suppress differences and focus on commonalities.
C) focus on differences and suppress commonalities.
D) treat everyone as a unique individual.

The inclination is to avoid discussing differences, but this discussion will lead to stronger team performance.

74) Culture plays a role in global team member expectations. For example,

A) Americans are likely to want strong group-based approaches identity and rewards.
B) Many Asian cultures are likely to want flat organizations with shared leadership.
C) The British are likely to want high levels of task ambiguity.
D) Thais are likely to want group accountability.

These cultural preferences related to global team member expectations are presented in the text.

75) Maznevski's map-bridge-integrate model helps global team members

A) more fully understand each other and establish how the team will work.
B) avoid dealing with cultural differences.
C) establish ways to address planning issues.
D) establish clear hierarchies and centralized decision making

Team members communicate with each other about the differences and similarities among the team members and establish how they will work with one another. It helps members see the other person's point of view, a bit akin to empathy—and avoiding blame.

76) In the process of bridging within the MBI model, team members

A) discuss their similarities.
B) relate their personal histories.
C) see the other person’s point of view.
D) discuss their task-relevant skills.

Decentering, or seeing the other person's point of view, is a part of bridging.

77) After learning about the cultural differences between the home office and the new German affiliate, the team members better understood what was expected of them and their peers. Team members also felt better because they learned about the various skills each member brought to the group. Which aspect of the MBI model does this demonstrate?

A) bridging
B) integration
C) borrowing
D) mapping

Mapping, the first step, lets the team members discuss their differences and similarities; that is, they map their relevant characteristics. This is followed by a bridging effort. Here, team members communicate with each other about the differences and establish how they will work with one another. Bridging includes decentering—seeing the other person’s point of view, a bit akin to empathy—and avoiding blame. Effective bridging also enables integration, which is the process of managing the various differences, so team members begin to understand the expectations and assumptions of their peers, as well as their backgrounds and skills.

78) What is a characteristic of virtual communication?

A) It is more efficient than face-to-face communication.
B) It allows a focus on tasks and less on social needs.
C) It lacks the richness of face-to-face communication.
D) It supports higher levels of trust than face-to-face communication.

Because virtual communication lacks the richness of face-to-face communication, trust building is a special issue.

79) According to Maznevski, virtual teams that meet frequently to build trust are said to

A) foster multiplicity.
B) have high levels of consideration.
C) create a regular heartbeat.
D) engage in social loafing.

Most teams meet face-to-face at their launch and during crises. Maznevski points out that virtual teams with high performance actually schedule regular face-to-face meetings to discuss progress and issues and to further develop their relationships. Such regular meetings create a kind of heartbeat.

80) The questions that are critical to ask to create global team effectiveness include:

A) How large is the team?
B) How diverse is the team?
C) Will rewarding the team create conflict?
D) What role can recognition play?

The questions that are critical for global team effectiveness include: (1) Are rewards based on individual performance, team performance, or a combination of the two? (2) What factors come into play with team-based pay? (3) What role can recognition play?

81) Trevor has four members on his team. He notices that Stacey always does a great job when working independently but tends to let others do the majority of the work when she is part of a group project. What tendency is Stacey demonstrating?

A) ambiguity
B) social loafing
C) multiplicity
D) groupthink

Team-based rewards are thought to encourage social loafing; the tendency of some people to put forth less effort when they are members of a group.

82) Many researchers believe that a good way to avoid the problem of social loafing is to

A) restrict the freedom of team members.
B) create culturally homogeneous teams.
C) use a mixture of individual and team-based rewards.
D) increase the use of penalties, such as firing anyone caught loafing.

Many researchers see a combination of individual and group rewards as a good way to avoid the problem of social loafing.

83) Marlo knows that all of her team members are from collectivistic cultures. Based on this, how will these team members respond to rewards?

A) They don’t like to associate work with rewards.
B) They will most appreciate high levels of team rewards.
C) They will prefer to be rewarded on an individual basis.
D) They will prefer to be rewarded prior to completion of a project.

What are the national cultures of the team members? The individualism-collectivism dimension of the cultures needs to be considered. High levels of team rewards are appropriate for teams whose members are from collectivist cultures, and high levels of individual rewards are appropriate for teams whose members are from more individualist cultures. With high levels of cultural diversity, the team should be included in the development of the reward system.

84) Leading global change is

A) just like leading domestic change.
B) like leading domestic change, but exponentially more complex due to globalization.
C) similar in every location on the globe.
D) a well-understood process with models and theories underpinning it.

Leading global change is leading domestic change plus the added complexity of the global context.

85) In which stage of Kurt Lewin's change model does a company prepare employees for change?

A) mapping.
B) refreezing.
C) bridging.
D) unfreezing.

The change model developed by Kurt Lewin is a three-stage process of unfreezing, moving, and refreezing. The first stage, unfreezing, requires overcoming inertia and preparing people for change.

86) Bio-Form Inc. has developed a new set of company standards, which were put into practice three days ago. The initial response among employees has been confusion as everyone adjusts to the new standards. Which of Lewin’s stages is represented when the company put the new standards into practice?

A) moving
B) unfreezing
C) mapping
D) freezing

The second stage is moving the proposed behaviors into practice, a period often characterized by confusion.

87) What is the final stage of Lewin’s change model?

A) thawing
B) unfreezing
C) mapping
D) refreezing

Refreezing is the final stage when the new behaviors are either accepted and institutionalized or rejected.

88) The steps of John Kotter's approach to organizational change include

A) mapping.
B) transform the culture.
C) communicate the vision.
D) bridge differences.

One of the key steps in Kotter's change model is to communicate the vision for buy-in.

89) While change models provide a platform to understand change, in reality change is not neat and orderly because

A) it tends to be consistent across cultures.
B) it has its basis in human behavior.
C) most people react the same way to change.
D) it can be adjusted at any time.

These models might be misconstrued to imply that change is an orderly process and that the steps are nicely sequential. In practice, whether incremental or transformative, change is not neat and orderly, largely because it rests on human behavior. Often it includes a lot of learning through trial-and-error approaches.

90) In her work on the implementation of change, Joyce Osland suggests that

A) cultures with low uncertainty avoidance are likely to be more resistant to change.
B) cultures such as the Germans will be tolerant of ambiguity and be more change-friendly.
C) the French will want to have change processes that are very well outlined.
D) cultures with low power distance will want top managers to make decisions and issue directives.

This is discussed directly in the section on change and culture. The French will want to have change processes that are very well outlined, due to factors such as uncertainty avoidance. Low uncertainty avoidance cultures tend to be more open to change than is the case for high uncertainty avoidance cultures. Cultures such as the Germans are not highly tolerant of ambiguity. Cultures with low power distance tend to want to have more input and interaction on decisions.

91) A set of ideas that combines an openness to and an awareness of diversity across markets and cultures with a propensity and ability to synthesize across this diversity is a ________.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Difficulty : 2 Medium
Bloom's : Remember
Learning Objective : 11-01 Discuss the importance of creating a company global mind-set.
Topic : Creating a Global Mindset

A set of ideas that combines an openness to and an awareness of diversity across markets and cultures with a propensity and ability to synthesize across this diversity is a global mind-set.

92) ________, which includes business acumen, is one of the two components of global mind-set.

One of the two components of a global mind-set, intellectual intelligence, includes business acumen.

93) The behaviors and processes required for organizing a group of people to achieve a common purpose or goal are known as ________.

The behaviors and processes required for organizing a group of people to achieve a common purpose or goal are known as leadership.

94) According to Warren Bennis, a distinction between leaders and managers is that the manager imitates, but the leader ________.

Warren Bennis, one of the leading scholars of leadership and management, made the helpful distinction that the leader originates, the manager imitates.

95) According to Warren Bennis, a distinction between leaders and managers is that the leader inspires, but the manager ________.

Warren Bennis, one of the leading scholars of leadership and management, made the helpful distinction that the leader inspires, the manager controls.

96) The geometric growth in the volume and nature of issues global leaders deal with is referred to as ________.

Multiplicity is an aspect of complexity relevant to globalization and refers to the geometric growth in the volume and nature of issues global leaders deal with.

97) ________ refers to the recognition that although dispersed geographically, the different units of the company are systematically linked to each other and increasingly dependent on external organizations.

Interdependence is an aspect of complexity relevant to globalization and recognizes that although dispersed geographically, the different units of the company are systematically linked to each other and increasingly dependent on external organizations.

98) ________ refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships and the effectiveness of subsequent problem-solving efforts.

Ambiguity is an aspect of complexity relevant to globalization and refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions, hindering the understanding of cause-and-effect relationships, and the effectiveness of subsequent problem-solving efforts.

99) ________ is the concept that recognizes that the international system itself is constantly changing.

Dynamism is an aspect of complexity relevant to globalization that recognizes that the international system itself is constantly changing.

100) ________ is an important global study of leadership using data from 17,300 middle managers from 951 organizations in the food processing, financial services, and telecommunications services industries.

Project GLOBE, an important global study of leadership using data from 17,300 middle managers from 951 organizations in the food processing, financial services, and telecommunications services industries. Researchers found that people in different nations had some similar and many dissimilar understandings of the traits of leaders.

101) Henry Mintzberg identified a range of roles that a global leader may need to take, including to be a ________ (making deals and managing conflict) and to be an ________ (seizing opportunities, generating new ideas).

Management scholar Henry Mintzberg and others have identified a range of roles that a global leader may need to take, including negotiator (involving making deals and managing conflict) and to be an innovator (involving seizing opportunities, generating new ideas, promoting a vision for the company).

102) The five-level ________ Model of Global Leadership attempts to identify a progression of skills required for effective global leadership.

103) The GLED model begins with ________ for the development of global leaders and their expertise, divided among four categories.

The GLED model begins with antecedents for the development of global leaders and their expertise, and is divided among four categories: individual characteristics, cultural exposure, global education, and project novelty.

104) The "Right Stuff" model suggests that the company's global ________ is a major determinant of the relevant lessons and skills the leader needs.

The "Right Stuff" model suggests that the company's global business strategy is a major determinant of the relevant lessons and skills the leader needs. Because it is strategy-dependent, the right stuff for a global leader will vary across organizations.

105) A team characterized by a high level of diversity, geographic dispersion, and virtual rather than face-to-face interaction is known as a ________.

A team characterized by a high level of diversity, geographic dispersion, and virtual rather than face-to-face interaction is known as a global team.

106) Legitimate, shared standards against which the appropriateness of behavior can be evaluated are known as ________.

Legitimate, shared standards against which the appropriateness of behavior can be evaluated are known as team norms.

107) Team norms greatly influence the dynamics of the team, especially in two areas, ________ and ________.

Question Details
AACSB : Reflective Thinking
Accessibility : Keyboard Navigation
Bloom's : Remember
Topic : Global versus Domestic Leadership
Learning Objective : 11-05 Describe global team leadership skills.
Difficulty : 3 Hard

Team norms greatly influence the dynamics of the team, especially in two areas, cooperation and consideration.

108) The MBI model developed by Martha Maznevski is made up of three primary components ________, ________, and ________.

The components of the MBI model that has been developed by Martha Maznevski are map, bridge, and integrate.

109) ________ refers to the tendency of some people to put forth less effort when they are members of a group.

Social loafing refers to the tendency of some people to put forth less effort when they are members of a group. Team-based rewards are thought to encourage social loafing.

110) The three stages that comprise the change model developed by Kurt Lewin are ________, ________, and ________.

The three stages that comprise the change model developed by Kurt Lewin are unfreezing, moving, and refreezing. Unfreezing requires overcoming inertia and preparing people for change, including dealing with defense mechanisms against the proposed change. Moving involves putting the proposed behaviors into practice, while refreezing is when the new behaviors are either accepted and institutionalized or rejected.

111) Describe a global mind-set and relay the importance of having a global mind-set to be successful in any industry.

112) "There is no difference between management and leadership." Agree or disagree with this assertion, presenting evidence to support your reasoning.

113) With global leadership, global teams, and global change, the global context adds substantial complexity to the activity. Describe some components of this complexity.

114) What advice would you give to a friend who is an English major and wants to develop global leadership skills?

115) Describe two models for developing global leaders.

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