Motivating And Leading Chapter 11 Test Bank nan

International Management, 10e, (Deresky/Miller)

Chapter 11 Motivating and Leading

1) Which virtue of a job candidate would most likely be perceived as valuable by a Japanese employer?

A) unity

B) a competitive nature

C) individualism

D) quantifiable material goals

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

2) ________ suggests being motivated by more risky opportunities for variety and fast-track advancement.

A) Small power distance

B) High uncertainty avoidance

C) Low uncertainty avoidance

D) Large power distance

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

3) Formal rules, structure and routine in the workplace are preferred by individuals from a culture high in ________.

A) power tolerance

B) power respect

C) uncertainty avoidance

D) uncertainty acceptance

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

4) Low power distance implies that ________.

A) people would be more likely to prefer an autocratic leadership style

B) most people would be more comfortable with the traditional division of work and roles

C) people would be more motivated by teamwork and relations with peers

D) most people would be more comfortable with a clear distinction between managers and subordinates rather than with a blurring of decision-making responsibility

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

5) Which of the following is characterized by low dependence on an organization and a desire for personal time, freedom, and challenges?

A) collectivism

B) democracy

C) individualism

D) anarchy

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

6) Peter comes from a culture that emphasizes hard work and promotes the entrepreneurial spirit within individuals. While he and his coworkers are encouraged to achieve their personal goals, they are also held responsible for their actions. Which of the following dimensions does this culture illustrate?

A) femininity

B) individualism

C) high power distance

D) high uncertainty avoidance

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

7) Team cohesiveness is more likely to emerge naturally in a(n) ________ culture.

A) collectivistic

B) individualistic

C) uncertainty avoiding

D) uncertainty accepting

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

8) People generally prefer significant consultation between superiors and subordinates in cultures where ________ is low.

A) power distance

B) fatalism

C) individualism

D) self-actualization

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

9) Which of the following is true about collectivist cultures?

A) People place high emphasis on autonomy, opportunities for personal achievements, and a work-life balance.

B) People are motivated when they feel that the company is providing them with good working conditions, fringe benefits, and training.

C) People typically opt for high pay, personal accomplishment, and job advancement.

D) People typically opt for risky opportunities for variety and fast-track advancement.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

10) A culture with high power distance tends to be characterized by ________.

A) inequality between superiors and subordinates

B) the absence of any form of hierarchy

C) power derived from hard work and entrepreneurial drive

D) a preference for individualism over collectivism

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

11) Organizations which have cultures that score high on ________ tend to be more hierarchical, with power deriving from prestige, force, and inheritance.

A) uncertainty avoidance

B) power distance

C) short-term orientation

D) femininity

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

12) Cultures scoring high on the dimension of ________ generally have more relaxed lifestyles in which people are more concerned about caring for others as opposed to material gain.

A) femininity

B) ethnocentricity

C) imperialism

D) individualism

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

13) Which of the following is true about highly feminine cultures?

A) Opportunities for individual advancement and autonomy are the driving factors for people in feminine cultures.

B) People are more comfortable with the traditional division of work and roles.

C) The division of work and roles tend to be looser, motivating people through more flexible roles and work networks.

D) People are motivated by risky opportunities for variety and fast-track advancement.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

14) In which of the following countries would a merit-based reward system most likely be effective?

A) South Korea

B) Taiwan

C) Japan

D) the United States

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

15) A merit-based reward system would be ineffective in Korea, Taiwan, and Japan, because such a system would most likely ________.

A) violate the traditional value system

B) hinder social networking

C) discourage junior employees

D) hinder productivity

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

16) Blackmoor Industries is an American firm that manufactures automotive parts. Blackmoor has two manufacturing facilities in the United States and one in a foreign country. Blackmoor's global managers have recently reported that they are having difficulty motivating their employees to meet various deadlines and production quotas. Which of the following undermines the argument that Blackmoor's global managers should implement a merit-based reward system to motivate individual employees?

A) Blackmoor's foreign facility is located in Korea, a country characterized by a traditional value system.

B) The employees in Blackmoor's foreign facility belong to a highly individualistic culture.

C) Blackmoor's foreign facility is located in Canada.

D) The employees in Blackmoor's foreign facility favor a democratic style of leadership.

Difficulty: 3: Challenging

Chapter: 11

Skill: Critical Thinking

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

17) For most people, the basic meaning of work is tied to ________.

A) self-actualization needs

B) subordinateship

C) group membership

D) economic necessity

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

18) A study of average work hours in various countries conducted by Steers found that ________ worked longer hours and took fewer vacation days.

A) Koreans

B) Japanese

C) British

D) Indonesians

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

19) Blackmoor Industries is an American firm that manufactures automotive parts. The firm has several manufacturing facilities in the United States and one in a foreign country. Blackmoor's global managers have recently reported that workers in the foreign facility are more comfortable with the traditional division of work and roles. Consequently, flexible roles and work networks are unlikely to find favor in this particular facility, unlike in those spread across the United States. If the above information is true, which of the following can be fittingly inferred?

A) Blackmoor's foreign facility is located in a low uncertainty avoidance culture.

B) Blackmoor's foreign facility is located in a highly individualist culture.

C) Blackmoor's foreign facility is located in a masculine culture.

D) Blackmoor's foreign facility is located in a low power distance culture.

Difficulty: 3: Challenging

Chapter: 11

Skill: Application

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Analytical thinking; Diverse and multicultural work environments

20) The degree of general importance that working has in the life of an individual at any given point in time is called ________.

A) intrinsic motivation

B) extrinsic motivation

C) self-actualization

D) work centrality

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Application of knowledge

21) ________ research focused on how some people are motivated by internal aspirations and life goals, whereas others are primarily motivated by the job conditions.

A) Henry Mintzberg's

B) Henri Fayol's

C) Abraham Maslow's

D) Frederick Herzberg's

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Application of knowledge

22) Which theory suggests that one set of factors affects dissatisfaction and another set affects satisfaction?

A) Hofstede's

B) Maslow's

C) Vroom's

D) Herzberg's

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Application of knowledge

23) Work centrality refers to ________.

A) the division of work roles between men and women in a given society

B) the degree of general importance that working has in the life of an individual at any given point in time

C) the concentration of work networks in a given region

D) employee attitudes toward leaders

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Reflective thinking

24) Which of the following is true, according to the MOW research study on work centrality?

A) The British are indifferent to leisure.

B) The Japanese hold leisure to be very important in their lives.

C) The British hold work to be very important in their lives.

D) The Japanese hold work to be very important in their lives.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

25) Which of the following statements is true according to the MOW research study?

A) The Japanese hold work to be of minimal significance in their lives.

B) Arabs do not take work seriously.

C) Israelis derive a higher level of interest and satisfaction from work as compared with the Germans.

D) The British regard work to be the most important aspect in their lives.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

26) In the Middle East, ________ plays a major role in all aspects of life, including work.

A) religion

B) materialism

C) individualism

D) leisure

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

27) With regard to transitioning economy in Russia, Russian managers primarily emphasize ________.

A) job security

B) intellectual capital

C) self-esteem

D) self-actualization

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

28) Japanese workers are likely to ________.

A) emphasize personal goals over group-wide goals

B) be motivated by materialistic rewards

C) be insulted by material incentives

D) emphasize individual achievement over group achievement

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

29) In the context of needs, Western cultures tend to focus on ________.

A) the needs of the individual

B) the needs of society

C) materialistic needs

D) self-actualization needs

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

30) The task of ________ is the essence of leadership.

A) maintaining the status quo

B) helping management reduce costs

C) helping employees realize their highest potential in the workplace

D) insulating the organization from changes in the external business environment

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

31) The critical factors necessary for successful leadership abroad have come to be known as the ________.

A) global logistics

B) global mindset

C) cultural diversity

D) cultural quotient

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

32) Which of the following is NOT one of the typical characteristics of a successful leader with a global mindset?

A) low cultural quotient

B) personal autonomy

C) emotional resilience

D) high flexibility

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

33) According to Javidan, which of the following qualities does not describe a leader?

A) intellectual capital

B) psychological capital

C) financial capital

D) social capital

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

34) Peter Bonna is a senior manager in a high-technology company in the United States. He has in-depth knowledge of his company's resources and the ability to recognize and exploit market opportunities abroad. His thorough understanding of how the business and people operate at the local level in international markets makes his invaluable asset to her company. Peter is ________.

A) global business savvy

B) an authoritarian leader

C) an ethnocentric manager

D) a self-protective leader

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

35) Which of the following refers to one of the four personal development strategies, outlined by Morrison, Gregersen, and Black, through which companies and managers can meet the requirements of effective global leadership?

A) global positioning

B) hiring

C) training

D) technology

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

36) Increasingly, global companies are requiring that their managers who will progress to top management positions must ________.

A) adopt an ethnocentric approach to management

B) have overseas assignment experience

C) adhere to an autocratic style of leadership

D) refrain from empowering subordinates

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Analytical thinking

37) ________ involves the ability to inspire and influence the thinking, attitudes, and behavior of people anywhere in the world.

A) An ethnocentric approach to management

B) Effective global leadership

C) Effective repatriation

D) An autocratic style of leadership

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

38) Which of the following is one of the typical roles managers on international assignments must often play to enhance leadership effectiveness?

A) representative of competing firms

B) manager of the local firm

C) cultural representative of the host country

D) cultural representative of the neighboring country

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

39) The global leader's role comprises the interaction of two sets of variables, ________.

A) the content and the context of leadership

B) technology and information

C) democratic leadership and autocratic leadership

D) differentiation and integration

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

40) The content of leadership comprises ________.

A) community relations

B) the attributes of the leader

C) the level of risk faced by the leader

D) the business environment

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

41) The context of leadership comprises ________.

A) the business environment

B) the technical knowledge of the leader

C) clarity of information available in the host area

D) the communication skills of the leader

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

42) Which of the following is true with regard to the global leader's role?

A) Managers on international assignments try to maximize leadership effectiveness by juggling several important, and sometimes conflicting, roles.

B) The global leader's role comprises the interaction of two sets of variables, technology and information.

C) The cumulative effects of one or more weak managers hardly have a significant negative impact on the ability of the organization to meet its objectives.

D) Managers on international assignments do not represent the firm.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

43) Which of the following is an effect of e-business on leadership?

A) Global leaders are obliged to adopt an ethnocentric approach to management in order to check the transformation of large corporations.

B) Individual managers are obliged to adapt to the hyperspeed environment of e-business, as well as to the need for visionary leadership in a whole new set of competitive industry dynamics.

C) The pace of international business has slowed down considerably resulting in a overall decline in efficiencies.

D) The importance of rigid organizational structure has increased.

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Information technology

44) Which of the following does NOT accurately characterize workers in the Mexican culture?

A) They rank high on collectivism.

B) They rank high on power distance.

C) They rank low on individualism.

D) They rank low on uncertainty avoidance.

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

45) In Mexico, ________ are important; Mexicans are sensitive to conflict situations and need to maintain face.

A) individual objectives

B) work harmony and scheduling

C) timeliness and punctuality

D) scheduling and time management

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

46) ________ is the most common reason(s) given by Mexican workers for absenteeism and for failing to return to work.

A) A personal illness

B) A family reason

C) Job dissatisfaction

D) A transportation costs

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

47) Which of the following is true with regard to Mexican workers?

A) Mexican workers prefer benefits that help to manage family-related issues.

B) Mexican workers tend to emphasize work over family.

C) The incidence of absenteeism is substantially low among Mexican workers.

D) Pure business relationships are highly regarded by Mexican workers.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

48) Most managers in Mexico find that the management style that works best there is ________.

A) democratic

B) authoritative

C) theocratic

D) consultative

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

49) Which of the following is false about the Mexican culture?

A) Scheduling and time management is of secondary importance.

B) Harmony in the workplace is extremely important.

C) Employees work to live.

D) Business takes priority over family and friends.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

50) Which of the following is typical of the Mexican business culture?

A) flat organizational structure

B) self-leadership

C) resistance to change

D) bottom-up decision making

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

51) Which of the following helps explain why Maslow's higher-order needs are generally not very high on most Mexican workers' lists of needs?

A) an absence of free trade zones in the country

B) a low regard for family and personal relationships

C) a relatively low standard of living for most workers

D) a high rate of absenteeism in the maquiladoras

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

52) Mike Norris was assigned as a business manager at an American MNC's Russian subsidiary. In order to motivate his subordinates, Mike delegated limited authority to some of them. However, it did not work out as he expected. Which of the following is most likely the reason behind the plan's failure?

A) Workers in Russia are less likely to use their own judgment in making decisions.

B) The Russian culture is characterized by a low power distance.

C) The Russian culture is highly individualistic in nature.

D) Workers in Russia prefer self-managed work teams.

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

53) The continued prevalence of authoritative leadership in Russia has resulted in ________.

A) flatter organizational structures

B) increased participation of employees in the decision-making process

C) the dissolution of the status quo

D) highly structured work systems

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

54) An employee's needs are determined largely by ________.

A) the organizational goals of the company he or she is a part of

B) the cultural context of values and attitudes

C) peer groups

D) reference groups

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

55) Rewarding the individual is frowned upon in ________ because it encourages competition rather than the desired group cooperation.

A) Taiwan

B) the United States

C) Canada

D) Japan

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

56) Which of the following is NOT one of the typical reward categories in the United States?

A) career advancement

B) cultural

C) financial

D) social status

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Application of knowledge

57) Which of the following is considered to be an incentive in China and gives workers more power?

A) training

B) alignment with participatory style of leadership

C) low risk aversion

D) networking

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

58) The ________ model of leadership style has been recommended by American research studies as the one more likely to have positive results with most U.S. employees.

A) autocratic

B) authoritarian

C) self-protective

D) participative

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Application of knowledge

59) Modern leadership theory recognizes that ________.

A) no single leadership style works well in all situations

B) the charismatic style of leadership works well in all situations

C) the democratic style of leadership works well in all situations

D) the democratic, or participative, leadership style is less likely to have positive results with U.S. employees

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

60) Which of the following is a negatively regarded trait of a leader?

A) effective bargainer

B) authoritative

C) participative

D) dictatorial

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Analytical thinking

61) Which of the following traits is considered an impediment to leadership effectiveness according to the GLOBE Project?

A) dictatorial

B) individualistic

C) status-conscious

D) self-sacrificial

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

62) A visionary leader who inspires subordinates and is performance-oriented would be best described as a(n) ________ leader.

A) charismatic

B) autocratic

C) dictatorial

D) self-protective

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

63) A team-oriented leader is someone who ________.

A) asserts the interests of the team over larger organizational goals

B) exhibits diplomatic, integrative, and collaborative behaviors toward the team

C) who lacks compassion for subordinates

D) is self-centered, conflictual, and status conscious

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

64) The ________ dimension describes a leader who is self-centered, conflictual, and status conscious.

A) humane

B) team-oriented

C) participative

D) self-protective

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

65) The ________ leader is one who delegates decision making and encourages subordinates to take responsibility.

A) charismatic

B) autocratic

C) participative

D) self-protective

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

66) According to the GLOBE Project, being a participative leader is regarded as more important in ________.

A) Brazil

B) Egypt

C) Indonesia

D) Mexico

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

67) Employees in countries that rank high on power distance are more likely to prefer a(n) ________.

A) autocratic leadership style

B) participative leadership style

C) charismatic leadership style

D) consultative leadership style

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

68) Employees in countries that rank low on power distance are more likely to prefer a(n) ________ style.

A) autocratic leadership

B) participative leadership

C) self-protective leadership

D) authoritarian leadership

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

69) Hofstede's research on leadership reflects the values of ________.

A) superiors

B) the top management

C) born globals

D) subordinates

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

70) Workers in a high power-distance society like Mexico are more likely to prefer ________.

A) managers, who encourage the increased involvement of subordinates in the decision-making process

B) clear distinctions between managers and subordinates

C) managers, who exhibit a democratic style of leadership

D) a flat organizational structure

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

71) Having which of the following traits is universally considered to facilitate leadership effectiveness?

A) visionary

B) self-protective

C) autocratic

D) malevolent

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

72) Employees in countries that rank low on power distance (Sweden and Israel) are more likely to ________.

A) adopt a collectivist mindset

B) not be involved in the decision-making process

C) participate in problem solving

D) be "fed" all the answers by their superiors

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

73) Which of the following refers to a cultural variable that shapes the content of a leadership situation?

A) elasticity of demand

B) level of risk

C) productivity

D) work norms

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Analytical thinking

74) According to the contingency theory of leadership, international managers ________.

A) must try to enforce the parent-country norms across foreign subsidiaries

B) must adjust their leadership behaviors according to the context, norms, attitudes, and other variables in the host country

C) must rigidly conform to the motivational theories and practices of the parent country

D) must not link performance with reward

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge

75) People with high uncertainty avoidance are motivated by less risky opportunities for variety and fast-track advancement.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

76) People in countries with a high level of national collectivism are more likely to be motivated by opportunities for organization.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

77) People in collectivist cultures are given freedom to focus on personal goals.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

78) A culture with low power distance tends to be characterized by considerable inequality between superiors and subordinates.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

79) In individualistic cultures, employees typically value their autonomy, and are likely to be motivated by fringe benefits and training provided by the employer.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

80) Tactful managers consciously avoid an ethnocentric attitude and they do not make negative value judgments about a person's level of motivation because it differs from their own.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

81) Low power distance implies that people would be more motivated by teamwork and relations with peers.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

82) The degree of general importance that working has in the life of an individual at any given point in time is known as work centrality.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

83) Managers around the world have similar needs but show differing levels of satisfaction of those needs derived from their jobs.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

84) In Thailand, the Thais call work ngan, which is the same as the Thai word for "play," and they tend to introduce periods of play in their workdays.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

85) Koreans' hard work ethic is attributable to loyalty to the company, group-oriented achievement, and emphasis on group harmony and business relationships.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

86) The British hold work to be very important in their lives; the Japanese, on the other hand seem to enjoy their leisure time.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

87) The Islamic work ethic is a commitment toward fulfillment, so business motives are held in the highest regard.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

88) Studies have shown Arabs are serious about their work and that favoritism have no place in the Arab workplace, however. Japanese and Americans, consider friendship to be an integral part of the workplace.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

89) In Mexico, the manager is regarded as el patrón or the mother figure, whose role it is to take care of the workers as an extended family.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

90) In Mexico, a daily incentive system with automatic payouts for production exceeding quotas, as well as daily/monthly attendance bonuses, works well.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

91) Many Hong Kong Chinese believe that outcomes are determined by joss.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

92) The global mindset of successful leaders is characterized by personal autonomy and emotional resilience.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

93) Global business savvy refers to the inability to recognize global market opportunities for a company and to have a vision of doing business worldwide.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

94) The context of leadership comprises the attributes of the leader and the decisions to be made.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

95) The content of leadership comprises all those variables related to the particular situation.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

96) The leader's role at all levels is rapidly changing along with each new technological development.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Information technology

97) The autocratic leader is one who delegates decision making and encourages subordinates to take responsibility.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

98) The Mexican culture, generally, is "doing-oriented," compared to the "being-oriented" culture that prevails in the rest of North America.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

99) Most managers in Mexico find that the management style that works best there is authoritative and paternal.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

100) In the Mexican culture, workers expect managers to delegate authority and encourage participation.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

101) In China low wage rates are compensated for by free housing, schools, and medical care.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

102) In the United States, rewards usually fall into five categories: financial, social status, job content, career, and professional.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

103) The critical factors necessary for successful leadership abroad have come to be known as the global mindset.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Application of knowledge

104) Employees in countries that rank high on power distance are more likely to prefer a more authoritative leadership style.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

105) The contingency theory of leadership requires the managers to adjust their leadership behaviors according to the context, norms, attitudes, and other variables in that society.

Difficulty: 1: Easy

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

106) In Brazil, for example, one can conclude that an effective leader is expected to be very charismatic, team-oriented and participative, and relatively humane but not autonomous.

Difficulty: 1: Easy

Chapter: 11

Skill: Application

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

107) Employees in countries that rank low on power distance are more likely to prefer an autocratic leadership style, and they expect superiors to adhere to that style.

Difficulty: 1: Easy

Chapter: 11

Skill: Application

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

108) Employees in countries that rank high on power distance are more comfortable with a clear distinction between managers and subordinates rather than with a blurring of decision-making responsibility.

Difficulty: 1: Easy

Chapter: 11

Skill: Application

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

109) In the Middle East little delegation occurs, so a successful company there must have weak managers who make all the decisions.

Difficulty: 1: Easy

Chapter: 11

Skill: Application

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

110) Employees in countries that tank low on power distance (Sweden and Israel) are more likely to prefer a consultative, participative leadership style, and they expect superiors to adhere to that style.

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

111) Using Hofstede's culture dimensions, what general assumptions can be made about motivation based on a culture's level of (1) uncertainty avoidance; (2) power distance; (3) individualism; and (4) masculinity?

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Application of knowledge

112) What is the difference between masculine and feminine cultures? What does recent research reveal about masculine and feminine cultures?

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

113) Define work centrality. Highlight the most valuable insights provided by the Meaning of Work (MOW) research team about the value of work.

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-1: To understand the complexity and the variables involved in cross-cultural motivation

AACSB: Diverse and multicultural work environments

114) Briefly describe the personal work style of a leader with a global mindset. What comprises a global leader's role?

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Analytical thinking

115) What three major qualities do leaders tend to have if they possess a global mindset?

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

116) What personal work styles do leaders tend to have if they possess a global mindset?

Difficulty: 2: Moderate

Chapter: 11

Skill: Application

LO: 11-2: To become familiar with the global leader's role and environment and what makes a successful global leader

AACSB: Application of knowledge

117) In the Mexican culture, family and relationships are highly valued. How does this cultural norm affect work and business in Mexico?

Difficulty: 2: Moderate

Chapter: 11

Skill: Concept

LO: 11-3: To discuss the research on leadership and how leadership styles and practices vary around the world

AACSB: Diverse and multicultural work environments

118) What does effective global leadership entail? What are the different roles that managers on international assignments often assume to enhance leadership effectiveness?

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Diverse and multicultural work environments

119) List the leadership styles and behaviors found to be culturally contingent according to the GLOBE research program. Briefly describe each leadership style.

Difficulty: 3: Challenging

Chapter: 11

Skill: Concept

LO: 11-4: To understand the variables that necessitate contingency leadership: culture, context, people, and situations

AACSB: Application of knowledge