Exam 15: Leadership and Management Behavior in Multinational Companies

A multinational manager discovers that his leadership style is more effective when he displays visible sign of status (e.g chauffeur driven cars)and he behaves as an authoritarian leader.The manager is most likely leading in which of the following cultures?

(Multiple Choice)

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Question 21

All of the following are true about the Japanese Performance-Maintenance (PM)theory of leadership EXCEPT

(Multiple Choice)

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Question 22

Define leadership.How might people from different national cultures define leadership? What are the implications of these definitions for multinational leaders working in these countries?

(Essay)

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Question 23

The type of leadership that includes behaviors that focus on completing tasks by initiating structure is known as

(Multiple Choice)

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Question 24

All of the following are true about Fiedler's Leadership Effectiveness theory EXCEPT

(Multiple Choice)

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Question 25

Why do multinational managers need to understand subordinate expectations in order to lead effectively? Which leadership style works the best in countries with high power distance? Why?

(Essay)

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Question 26

Compare and contrast U.S.and Japanese perspectives on leadership behavior.

(Essay)

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Question 27

According to the Global Leadership and Organizational Behavior Effectiveness (GLOBE)study,which of the following leadership styles represents the leader who is modest and has a compassionate orientation?

(Multiple Choice)

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Question 28

Some of the characteristics of the new breed of global leaders include

(Multiple Choice)

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Question 29

Transformational leadership

(Multiple Choice)

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Question 30

When managers use rewards or punishment to influence their subordinates,they are engaging in

(Multiple Choice)

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Question 31

Which of the following statements regarding the autonomous leader is FALSE according to the Global Leadership and Organizational Behavior (GLOBE)studies?

(Multiple Choice)

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Question 32

According to the Global Leadership and Organizational Behavior (GLOBE)studies,which of the following leadership style characterizes a leader who is self-centered,status conscious and procedural?

(Multiple Choice)

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Question 33

According to the text,if a leader perceives the cause of a subordinate's behavior based on an internal attribution,then most leaders will

(Multiple Choice)

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Question 34

Building support for ideas and networking and using friendships involve the use of which influence tactics?

(Multiple Choice)

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Question 35

U.S.managers' favored influence tactics include the following EXCEPT

(Multiple Choice)

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Question 36

All the following statements are true about leadership EXCEPT

(Multiple Choice)

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Question 37

The National Context Contingency Model of Leadership

(Multiple Choice)

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Question 38

The leadership style that falls midway between autocratic and democratic styles is the

(Multiple Choice)

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Question 39

Which statement regarding fundamental attribution errors is true?

(Multiple Choice)

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Question 40

Showing 21 - 40 of 49

A multinational manager discovers that his leadership style is more effective when he displays visible sign of status (e.g chauffeur driven cars)and he behaves as an authoritarian leader.The manager is most likely leading in which of the following cultures?

All of the following are true about the Japanese Performance-Maintenance (PM)theory of leadership EXCEPT

Define leadership.How might people from different national cultures define leadership? What are the implications of these definitions for multinational leaders working in these countries?

The type of leadership that includes behaviors that focus on completing tasks by initiating structure is known as

All of the following are true about Fiedler's Leadership Effectiveness theory EXCEPT

Why do multinational managers need to understand subordinate expectations in order to lead effectively? Which leadership style works the best in countries with high power distance? Why?

Compare and contrast U.S.and Japanese perspectives on leadership behavior.

According to the Global Leadership and Organizational Behavior Effectiveness (GLOBE)study,which of the following leadership styles represents the leader who is modest and has a compassionate orientation?

Some of the characteristics of the new breed of global leaders include

Transformational leadership

When managers use rewards or punishment to influence their subordinates,they are engaging in

Which of the following statements regarding the autonomous leader is FALSE according to the Global Leadership and Organizational Behavior (GLOBE)studies?

According to the Global Leadership and Organizational Behavior (GLOBE)studies,which of the following leadership style characterizes a leader who is self-centered,status conscious and procedural?

According to the text,if a leader perceives the cause of a subordinate's behavior based on an internal attribution,then most leaders will

Building support for ideas and networking and using friendships involve the use of which influence tactics?

U.S.managers' favored influence tactics include the following EXCEPT

All the following statements are true about leadership EXCEPT

The National Context Contingency Model of Leadership

The leadership style that falls midway between autocratic and democratic styles is the

Which statement regarding fundamental attribution errors is true?

Multinational Management in a Changing World

Culture and Multinational Management

The Institutional Context of Multinational Management

Managing Ethical and Social Responsibility Challenges in Multinational Companies

Strategic Management in the Multinational Company: Content and Formulation

Multinational and Entry-Mode Strategies: Content and Formulation

Small Businesses and International Entrepreneurship:

Organizational Design for Multinational Companies

International Strategic Alliances: Management and Design

Multinational E-Commerce: Strategies and Structures

International Human Resource Management

Hrm in the Local Context: Knowing When and How to Adapt

International Negotiation and Cross-Cultural Communication

Motivation in Multinational Companies

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