Strategic Leadership Chapter.17 Test Questions & Answers - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter17
Type:true-false | |||
Title:Strategic Leadership | |||
1) | Leadership as displayed by those individuals at the top of organizations has come under increasing scrutiny and, at times justified, criticismsinceThe Enron scandal of 2000 and the general mayhem caused by the financial crisis of 2008. This has caused some to questionwhether strategic leadership, if it is not capable ofmaking decisions, is actually needed at all. Is this true? | ||
Correct | a.# | True | Page reference:364 |
Incorrect | b.# | False | Page reference:364 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:What is ‘Strategic Leadership’? | ||
2) | What is meant by ‘strategic leadership’ brings with it many different views and opinions. What is the best explanationof therole fromthree overlapping activities progressed byAdair (1990)? | |
Incorrect | a.# | Thatorganizations keen to ensure their senior people, whilst remunerated appropriately, are seen to be delivering value-for-money adhering to a complex and changing set of values. |
Page reference:364-365 | ||
b.# | The people who have overall responsibility for an organization, the characteristics of those people, what they do and how they do it. | |
Page reference:364-365 | ||
Correct | c.# | Giving the business direction, building a successful team,being creative in terms of solving complex problems. |
Page reference:364-365 | ||
d.# | Showing the way through strategies, informed by shared values, in the pursuit of a vision and purpose. | |
Page reference:364-365 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Do We Need Strategic Leaders? | |||
3) | Is it true that the direction and nature of organizations are a direct function of the values, experiences, and cognitive abilities of those at the top of the organization? | ||
a.# | True | This reflects the statement made byHambrickand Mason (1984). Page reference:365 | |
In | b.# | False | their past experiences and use this interpretation to create competitive organizational strategies for their organizations. Page reference:365 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:The Modern Environment | ||
4) | The nature of the environment in which today’s leaders operate so that the extent to which the current challenges facing strategic leaders can be assessed. What best describes elements that make today’s world different from previous eras? | |
Incorrect | a.# | Working patterns have changed with many individuals and organizations operating from factorieswhich areincapable of communicating instantly with colleagues. |
Page reference:368 | ||
b.# | Productionhas moved back tosimple automation withmanual tasks Making workquicker, better, and cheaper by machinespreviously seen bya world of ‘informating’. | |
Page reference:368 | ||
c.# | The relationship between a customer and company has moved from a virtual environmentto one based in physical exchange. | |
Page reference:368 | ||
Correct | d.# | The influence of technologyand rise to an acceptance of individualismwhere individuals focus on defending their own interests rather than considering the impact on their immediate neighbours. |
Page reference:368 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:What Does aStrategic Leader ‘Do’? | ||
5) | Finkelstein et al. (2007) produced a model that has four distinct elements that attempt to summarize the complexity that exists at the head of a modern organization. Whatarethe four elements they have identified? | |
Incorrect | a.# | Strategic direction, strategic thinking, strategicadvantage, and strategic enactment. |
Page reference:370 | ||
b.# | Strategic distinctiveness, strategic thinking, strategicadvantage, and strategic enactment. | |
Page reference:370 | ||
Correct | c.# | Strategic definition, strategic thinking, strategic alignment, and strategic enactment. |
Page reference:370 | ||
d.# | Strategic definition, strategic thinking, strategic alignment, and strategic externality. | |
Page reference:370 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:StrategicDefinition | |||
6) | Is it true that a strategic leader needs to be able to answer the question: ‘What is it that makes our company better than a competitor?’ | ||
a.# | True | Page reference:370 | |
In | b.# | False | Page reference:370 |
END OF QUESTION | |||
Type:true-false | |||
Title:StrategicThinking | |||
7) | Is it that Bass 2008 asserts that systems thinking means developing afocusthatthe purely functional role occupied by many managers within the organizationwould suffice? | ||
In | a.# | True | Page reference:372 |
b.# | False | Page reference:372 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Systems Thinking | ||
8) | Senge’sideas resulted in the Fifth Discipline book, is where he determined the nature of learning organizations where people continually expand their capacity to create the results they truly desire. What five ‘disciplines’ (competencies) did he argue for mastery of? | |
a.# | System thinking, personal mastery, mental models, building shared vision, and team learning. | |
Page reference:373 | ||
b.# | System thinking, team mastery, mental models, building singular vision, and personal learning. | |
Page reference:373 | ||
c.# | Systematic thinking, team mastery, mappedmodels, building systemsvision, and team learning. | |
Page reference:373 | ||
d.# | Systematic thinking, personal mastery, mappedmodels, building systemsvision, and team learning. | |
Page reference:373 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Strategic Alignment | ||
9) | Strategic Alignment is about ensuring the organization is in a fit and ready state to engage with their chosen market. Why is the need to control employees’ activities a difficult balance to get right? | |
Incorrect | a.# | Organizations have a legitimate interest in the activities of their employees but no legal obligation to ensure actions carried out in their name are safe. |
Page reference:375 | ||
Correct | b.# | Companies need to be careful, as it has been shown that restriction on autonomy can demotivate employees. |
Page reference:375 | ||
c.# | Employees need not be trusted and a draconian micromanagement approach is likely to foster a feeling of necessary control of employees by managers | |
Page reference:375 | ||
d.# | There is a real encouragement of creativity and innovation if employees feel safe through a close watch over their behaviour. | |
Page reference:375 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:StrategicEnactment | ||
10) | The strategic leader is connecting the overall strategy with the necessary business tactics. Change management is a key skill to be deployed, for as the strategy evolves, so too will different parts of the organization. What ideas are claimed to have addressed the need to consider the wider impact of business decisionsincludingethical matters? | |
Incorrect | a.# | Corporate social responsibility, triple bottom line restructuring, and balance sheet collective. |
Page reference:375-376 | ||
b.# | Change social reengineering, triple bottom line restructuring, and balanced score card. | |
Page reference:375-376 | ||
c.# | Triple bottom line reporting, balanced score card and change social re-engineering. | |
Page reference:375-376 | ||
Correct | d.# | Corporate social responsibility, triple bottom line reporting, and balanced score card. |
Page reference:375-376 | ||
END OF QUESTION | ||