Exam 15: Leadership and Management Behavior in Multinational Companies

An expatriate finds that if she gives specific directions to her subordinates,productivity is much higher.Which leader behavior is she displaying?

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Question 1

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What is attribution theory? How can leaders use attribution theory to help them be good leaders?

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Question 2

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Answers will vary but should demonstrate students' understanding of the key concepts.The attributional theory of leadership emphasizes the leader's attributions regarding the causes of subordinates' behaviors.We all make attributions when we observe someone's behavior and attach a reason or motivation to it.In making determinations about subordinates' behavior,leaders can either attribute them to external factors beyond the person's control or to internal factors,such as the person's characteristics.This distinction often influences whether the leader attempts to modify the person's behavior or the external environment.

The attribution approach to leadership

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The recommended leadership style for a country low on power distance and low on uncertainty avoidance is

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Question 4

The recommended leadership style for a country high on power distance and low on uncertainty avoidance is

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Question 5

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

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Question 6

The fundamental attribution error

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Question 7

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

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Question 8

All of the following are true about leadership traits in various national settings EXCEPT

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Question 9

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?

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Question 10

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?

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Question 11

Person-centered leaders

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Question 12

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?

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Question 13

Which of the following is NOT one of the leadership styles of the path-goal theory of leadership?

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Question 14

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

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Question 15

Trait models of leadership

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Question 16

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?

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Question 17

Which of the following statements is NOT TRUE regarding leadership in various cultures?

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Question 18

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

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Question 19

Pick a national culture with which you are familiar.For this culture,identify leadership traits and behaviors that would be detrimental to organizational effectiveness.

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Question 20

Showing 1 - 20 of 49

An expatriate finds that if she gives specific directions to her subordinates,productivity is much higher.Which leader behavior is she displaying?

What is attribution theory? How can leaders use attribution theory to help them be good leaders?

The attribution approach to leadership

The recommended leadership style for a country low on power distance and low on uncertainty avoidance is

The recommended leadership style for a country high on power distance and low on uncertainty avoidance is

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

The fundamental attribution error

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

All of the following are true about leadership traits in various national settings EXCEPT

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?

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?

Person-centered leaders

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?

Which of the following is NOT one of the leadership styles of the path-goal theory of leadership?

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

Trait models of leadership

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?

Which of the following statements is NOT TRUE regarding leadership in various cultures?

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

Pick a national culture with which you are familiar.For this culture,identify leadership traits and behaviors that would be detrimental to organizational effectiveness.

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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