Question 1

A leader using the approach of excellence focuses on finding or creating something new.

Accepted Answer

A) True 
 B)False  False

Question 2

Focusing on core competencies and attaining synergy help companies create value for their customers.

Accepted Answer

A) True 
 B)False  True

Question 3

Briefly describe strategic leadership.

Accepted Answer

Strategic leadership means the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future. In a fast-changing world, leaders are faced with a bewildering array of complex and ambiguous information, and no two leaders will see things the same way or make the same choices.

Question 4

Ivan wants to identify his company's core competence so he can develop successful strategies. His company hires highly qualified people to provide computer repairs for its customers. Every repair worker goes to customer sites with as much equipment as possible to quickly complete repairs. Unlike other computer repair companies in town, Ivan guarantees same-day repair. If repairs can't be completed on the same day, Ivan's company will probably lose that dissatisfied customer's business. What is Ivan's company's core competence?

Accepted Answer

A)  Hiring workers 
B)  Acquiring new clients 
C)  Providing computer repairs 
D)  Providing same-day service 
A)  Hiring workers 
B)  Acquiring new clients 
C)  Providing computer repairs 
D)  Providing same-day service

Question 5

Briefly explain the principle of self-reference.

Accepted Answer

When every person understands and embrac

Question 6

In an organization, when every person understands and embraces a vision _____.

Accepted Answer

A)  everyone works in different directions 
B)  the organization becomes self-adapting 
C)  the vision can persist in the face of changing environmental shifts 
D)  everyone is given an opportunity to go where they have gone before 
A)  everyone works in different directions 
B)  the organization becomes self-adapting 
C)  the vision can persist in the face of changing environmental shifts 
D)  everyone is given an opportunity to go where they have gone before

Question 7

A leader who is all action and little vision is actually uninvolved.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following statements is true of strategy?

Accepted Answer

A)  Strategy cannot be shifted by leaders. 
B)  Strategy defines the company's core values and reason for being, and it provides a basis for creating the vision. 
C)  Strategy involves making decisions every day based on what the organization wants to do and be. 
D)  Strategy is developed by leaders by reacting to environmental changes. 
A)  Strategy cannot be shifted by leaders. 
B)  Strategy defines the company's core values and reason for being, and it provides a basis for creating the vision. 
C)  Strategy involves making decisions every day based on what the organization wants to do and be. 
D)  Strategy is developed by leaders by reacting to environmental changes.

Question 9

List the techniques that can help leaders effectively implement strategy.

Accepted Answer

Following are the techniques that can he

Question 10

Briefly describe how vision works in a number of important ways.

Accepted Answer

An effective vision provides a link betw

Question 11

To improve strategic leadership, leaders can:

Accepted Answer

A)  accept an answer rather than looking for patterns in what they see and hear. 
B)  ignore buy-in among employees and other stakeholders who may have conflicting views and interests. 
C)  identify weak points in the necessary skills required for thinking strategically and work toward correcting them. 
D)  stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation. 
A)  accept an answer rather than looking for patterns in what they see and hear. 
B)  ignore buy-in among employees and other stakeholders who may have conflicting views and interests. 
C)  identify weak points in the necessary skills required for thinking strategically and work toward correcting them. 
D)  stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation.

Question 12

The purpose of _____ inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit.

Accepted Answer

A)  altruism 
B)  heroism 
C)  excellence 
D)  discovery 
A)  altruism 
B)  heroism 
C)  excellence 
D)  discovery

Question 13

To be a(n) _____, one dreams big and transforms those dreams into significant strategic action, either through one's own activities or by hiring other leaders who can effectively execute the vision and strategy.

Accepted Answer

A)  dreamer 
B)  uninvolved leader 
C)  doer 
D)  effective leader 
A)  dreamer 
B)  uninvolved leader 
C)  doer 
D)  effective leader

Question 14

"The increase of knowledge" is an example of a _____.

Accepted Answer

A)  mission. 
B)  vision. 
C)  mechanism. 
D)  strategy. 
A)  mission. 
B)  vision. 
C)  mechanism. 
D)  strategy.

Question 15

Describe the four themes that are common to powerful, effective visions.

Accepted Answer

Answers will vary. Four themes are commo

Question 16

_____ integrates knowledge of the environment, vision, and mission with the company's core competence in such a way as to attain synergy and create value for customers.

Accepted Answer

Strategy f

Question 17

Which of the following is a difference between strategies and execution?

Accepted Answer

A)  Strategies specify what we do right now, whereas execution provides direction for translating a vision into action. 
B)  Strategies do not come naturally, whereas execution comes naturally. 
C)  Strategies are more important than execution in strategic leadership. 
D)  Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen. 
A)  Strategies specify what we do right now, whereas execution provides direction for translating a vision into action. 
B)  Strategies do not come naturally, whereas execution comes naturally. 
C)  Strategies are more important than execution in strategic leadership. 
D)  Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen.

Question 18

Samuel heads a company that manufactures cell phones. He places emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the _____ approach to frame the purpose of his organization.

Accepted Answer

A)  excellence 
B)  discovery 
C)  altruism 
D)  heroism 
A)  excellence 
B)  discovery 
C)  altruism 
D)  heroism

Question 19

An effective mission statement:

Accepted Answer

A)  does not describe products or services. 
B)  is an ambitious desire for the future. 
C)  does not persist in the face of changing technologies and economic conditions. 
D)  captures people's idealistic motivations for why the organization exists. 
A)  does not describe products or services. 
B)  is an ambitious desire for the future. 
C)  does not persist in the face of changing technologies and economic conditions. 
D)  captures people's idealistic motivations for why the organization exists.

Question 20

In companies with excellence as a guiding purpose, _____.

Accepted Answer

A)  managers and employees are treated as valuable resources. 
B)  excellence is defined by the customers rather than by work. 
C)  strength and aggressiveness determine the purpose of the organization. 
D)  discovery for its own sake can serve as a noble purpose. 
A)  managers and employees are treated as valuable resources. 
B)  excellence is defined by the customers rather than by work. 
C)  strength and aggressiveness determine the purpose of the organization. 
D)  discovery for its own sake can serve as a noble purpose.

A leader using the approach of excellence focuses on finding or creating something new.

Focusing on core competencies and attaining synergy help companies create value for their customers.

Briefly describe strategic leadership.

Briefly explain the principle of self-reference.

In an organization, when every person understands and embraces a vision _____.

A leader who is all action and little vision is actually uninvolved.

Which of the following statements is true of strategy?

List the techniques that can help leaders effectively implement strategy.

Briefly describe how vision works in a number of important ways.

To improve strategic leadership, leaders can:

The purpose of _____ inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit.

To be a(n) _____, one dreams big and transforms those dreams into significant strategic action, either through one's own activities or by hiring other leaders who can effectively execute the vision and strategy.

"The increase of knowledge" is an example of a _____.

Describe the four themes that are common to powerful, effective visions.

_____ integrates knowledge of the environment, vision, and mission with the company's core competence in such a way as to attain synergy and create value for customers.

Which of the following is a difference between strategies and execution?

Samuel heads a company that manufactures cell phones. He places emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the _____ approach to frame the purpose of his organization.

An effective mission statement:

In companies with excellence as a guiding purpose, _____.

What Does It Mean to Be a Leader

Traits Behaviors and Relationships

Contingency Approaches to Leadership

The Leader As Individual

Leadership Mind and Emotion

Courage and Moral Leadership

Followership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Shaping Culture and Values

Leading Change

Filters

Exam 13: Creating Vision and Strategic Direction

A leader using the approach of excellence focuses on finding or creating something new.

Focusing on core competencies and attaining synergy help companies create value for their customers.

Briefly describe strategic leadership.

Briefly explain the principle of self-reference.

In an organization, when every person understands and embraces a vision _____.

A leader who is all action and little vision is actually uninvolved.

Which of the following statements is true of strategy?

List the techniques that can help leaders effectively implement strategy.

Briefly describe how vision works in a number of important ways.

To improve strategic leadership, leaders can:

The purpose of _____ inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit.

To be a(n) _____, one dreams big and transforms those dreams into significant strategic action, either through one's own activities or by hiring other leaders who can effectively execute the vision and strategy.

"The increase of knowledge" is an example of a _____.

Describe the four themes that are common to powerful, effective visions.

_____ integrates knowledge of the environment, vision, and mission with the company's core competence in such a way as to attain synergy and create value for customers.

Which of the following is a difference between strategies and execution?

Samuel heads a company that manufactures cell phones. He places emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the _____ approach to frame the purpose of his organization.

An effective mission statement:

In companies with excellence as a guiding purpose, _____.

What Does It Mean to Be a Leader

Traits Behaviors and Relationships

Contingency Approaches to Leadership

The Leader As Individual

Leadership Mind and Emotion

Courage and Moral Leadership

Followership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Shaping Culture and Values

Leading Change

Filters