Verified Test Bank Chapter.16 Leadership Development - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter16
Type:true-false | |||
Title:Leadership Development | |||
1) | Modern businesses are facing the challenges of ensuring their leaders are ‘fit for purpose’ in the twenty-first century. Is it true that this can be easily addressed through engaging with Leadership Development training? | ||
In | a.# | True | Page reference:343 |
b.# | False | different organizations view the development of their leaders from different perspectives. Page reference:343 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:What is Leadership Development? | ||
2) | Burgoyne (2010) says that leadership development ‘in the widest sense involves the acquisition, development and utilization of leadership capability or the potential for it’. What best explains his reasoning for the statement? | |
Incorrect | a.# | It matters which definition of leadership an organization favours, and ifconsistent in terms of accepting any limitations since the organization cannot refine its leaders by identifying leadership capacity in its current or prospective workforce. |
Page reference:344 | ||
b.# | It does not matter as most organizations will have an explicit leadership development strategy, which contradicts how this activity is embedded into the organization and Leadership books by the thousand inhabit libraries, and television schedules are full of ‘leaders’ offering advice and guidance. | |
Page reference:344 | ||
c.# | It does matter that mostorganizations will have animpliedleadership development strategy, which codifies how this activity isavoidedbythe organizationandLeadership books by the thousand inhabit libraries, and television schedules are full of ‘leaders’ through such programmes. | |
Page reference:344 | ||
Correct | d.# | It does not matter which definition of leadership an organization favours, as long as it is consistent in terms of accepting the limitations since the organization can refine its leaders by identifying leadership capacity in its current or prospective workforce. |
Page reference:344 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Why Bother? | |||
3) | Is it true that teaching and implementing ‘leadership’is one of the key components of a successful organization, placing leadership at the heart of any business? | ||
a.# | True | Page reference:344-345 | |
In | b.# | False | Page reference:344-345 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Why Bother? | ||
4) | Mabey andSalaman(1995) look to a wider agenda to uncover an organization’s willingness to invest money and resources in developing their leaders. What themes do they identify that businesses are willing to invest on? | |
a.# | Functional performance,Political reinforcement, Reward,Psychic defence. | |
Page reference:345 | ||
b.# | The skills, language, attitude, and behaviour of junior managers | |
senior managers are identified so the culture of the business remains stable, this solely reflects political reinforcement rather than wider themes of Mabey andSalaman. Page reference:345 | ||
c.# | Direct links between learning, individual performance, and organizational performance | |
Page reference:345 | ||
d.# | Functional performance,Political reinforcement, Relations,Physicaldefence | |
Page reference:345 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Why Bother | ||
5) | Burgoyne’s (1988) model suggests this set of drivers results in organizations having a leadership development ‘strategy’. Thishas differing degrees of robustness in terms of how it links to, and adds value to,the host organization. What aresome of the 7 rungsof organisational management development approaches? | |
Incorrect | a.# | Management development that deletes corporate policy;Management development strategy input to corporate policy formation;Strategic development of the management of corporate policy. |
Page reference:345-346 | ||
b.# | No sustained management development;Increasedtactical management development;Interpretive and collective structural and development tactics. | |
Page reference:345-346 | ||
Correct | c.# | No systemic management development;Isolated tactical management development;Integrated and coordinated structural and development tactics. |
Page reference:345-346 | ||
d.# | Management development that implements corporate policy;Management development strategy identities to corporate policy facilities;Strategic development of the mastering of collective people. | |
END OF QUESTION | ||
Type:true-false | |||
Title:OrganizationalIdentity, Culture, and Strategy | |||
6) | Is it true that Whittington’s (1993) typology offers a simple model designed to assist with the analysis and understanding ofstrategy. | ||
a.# | True | Page reference:350 | |
In | b.# | False | Page reference:350 |
END OF QUESTION | |||
Type:true-false | |||
Title:Organizational Identity, Culture, and Strategy | |||
7) | Isit true that Culture is probably best summed up by the McKinsey Organisation’s oft-copied words, ‘the way we do things around here’? | ||
a.# | True | organization’s culture is a reflection of many interacting elements found within a business. Page reference:350 | |
In | b.# | False | Page reference:350 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:OrganizationalIdentity, Culture, and Strategy | ||
8) | Using Whittington’s typology four types and the possible link to how leadership and leadership development manifests itself. What are the four different categories of organization? | |
Incorrect | a.# | 1. Structured, 2.Classical, 3.Evolutionary, 4. Processual |
Page reference:350 | ||
b.# | 1. Structured, 2.Classical, 3.Ethically-founded, 4. Processual | |
Page reference:350 | ||
c.# | 1. Systemic, 2.Classical, 3.Ethically-founded, 4. Processual | |
Page reference:350 | ||
Correct | d.# | 1. Systemic, 2.Classical, 3.Evolutionary, 4.Processual |
Page reference:350 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Leadership and Competencies | ||
9) | McClelland’s (1973) work that defines what an individualneedsto be able to master in order to perform according to the organizational demandsand have led topopularCompetency models. What are the 5 areas that Bolden and Gosling (2006) draw as criticismsofCompetency Models? | |
a.# | Reductionist, Context, Historical,Assessment, Curriculum | |
Page reference:353-354 | ||
b.# | Reductionist, Context, Hypothetical,Activistic, Curriculum | |
Page reference:353-354 | ||
c.# | Reductionist, Context, Hypothetical,Assessment, Curriculum | |
Page reference:353-354 | ||
d.# | Reductionist, Context, Historical,Actionable, Curriculum | |
Page reference:353-354 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:How are Leaders Developed? | ||
10) | In terms of the techniques used to develop individuals, there is a multitude of approaches used by organizations. These can range from long, accredited programmes such as MBAs (which take anything from one to three years to complete) to short workshops designed to last a few hours. Which of the following represent currently used techniques? | |
Incorrect | a.# | Business cards, Case Synthesis, Competency-based workshops, Coaching |
Page reference:357 | ||
Correct | b.# | Business games, Case Studies, Competency-based workshops, Coaching |
Page reference:357 | ||
c.# | Business games, Coaching Studies, Competency-based workshops, Competency | |
d.# | Business cards, Coaching Studies, Competency-based workshops, Coaching | |
END OF QUESTION | ||