Question 1

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

Accepted Answer

A) Assertiveness. 
B) Reasoning. 
C) Aggressiveness. 
D) Bargaining. 
A) Assertiveness. 
B) Reasoning. 
C) Aggressiveness. 
D) Bargaining.

Question 2

The idea that leaders are born with unique characteristics that make them different form ordinary people is the

Accepted Answer

A) Task centered leadership theory. 
B) A contingency theory of leadership. 
C) The great-person theory. 
D) The leadership behaviors theory. 
A) Task centered leadership theory. 
B) A contingency theory of leadership. 
C) The great-person theory. 
D) The leadership behaviors theory.

Question 3

Which of the following is NOT one of the behaviors/characteristics of transformational leader as discussed in the text?

Accepted Answer

A) Takes risk 
B) Demonstrates high ethical and moral standards 
C) Articulates a vision 
D) All of the above applies to transformational leaders 
A) Takes risk 
B) Demonstrates high ethical and moral standards 
C) Articulates a vision 
D) All of the above applies to transformational leaders

Question 4

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

Accepted Answer

A) The Performance-Maintenance (PM) theory of leadership represents a Japanese perspective on leadership. 
B) PM theory has two dimensions, the performance function (P) and the maintenance function (M), which are the basic aspects of the theory. 
C) The maintenance function (M) is similar to task-centered leadership. 
D) PM theory suggests that groups perform best when both P and M are present. 
A) The Performance-Maintenance (PM) theory of leadership represents a Japanese perspective on leadership. 
B) PM theory has two dimensions, the performance function (P) and the maintenance function (M), which are the basic aspects of the theory. 
C) The maintenance function (M) is similar to task-centered leadership. 
D) PM theory suggests that groups perform best when both P and M are present.

Question 5

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

Accepted Answer

A) Rewards oriented leadership. 
B) Transformational leadership. 
C) Transactional leadership. 
D) Charismatic leadership. 
A) Rewards oriented leadership. 
B) Transformational leadership. 
C) Transactional leadership. 
D) Charismatic leadership.

Question 6

All of the following are true about trait leadership theories EXCEPT

Accepted Answer

A) Using trait theory, one can conclude that successful business, political, religious, and military leaders were born with unique characteristics that made them quite different from ordinary people. 
B) Leadership theorists identified an exact list of leadership traits. 
C) The great person theory of leadership assumes that leaders are born. 
D) All of the above are true. 
A) Using trait theory, one can conclude that successful business, political, religious, and military leaders were born with unique characteristics that made them quite different from ordinary people. 
B) Leadership theorists identified an exact list of leadership traits. 
C) The great person theory of leadership assumes that leaders are born. 
D) All of the above are true.

Question 7

Contingency theories

Accepted Answer

A) Look for leadership behaviors that work in all countries. 
B) Focus on which leadership traits or behaviors define excellent in Japan. 
C) Assume that different styles and different leaders are more appropriate for different situations. 
D) None of the above 
A) Look for leadership behaviors that work in all countries. 
B) Focus on which leadership traits or behaviors define excellent in Japan. 
C) Assume that different styles and different leaders are more appropriate for different situations. 
D) None of the above

Question 8

According to the text,all of the following statements about leadership styles in different cultures are true EXCEPT

Accepted Answer

A) In high power distance countries, leaders generally behave more autocratically. 
B) In high uncertainty avoidance national cultures both leaders and subordinates often feel more comfortable when the leader initiates structure. 
C) In low uncertainty avoidance countries leaders tell subordinates exactly what to do. 
D) In high power distance countries, person-centered leadership works best in large groups. 
A) In high power distance countries, leaders generally behave more autocratically. 
B) In high uncertainty avoidance national cultures both leaders and subordinates often feel more comfortable when the leader initiates structure. 
C) In low uncertainty avoidance countries leaders tell subordinates exactly what to do. 
D) In high power distance countries, person-centered leadership works best in large groups.

Question 9

Key leadership suggestions based on path-goal theory include all of the following EXCEPT

Accepted Answer

A) When subordinates have high achievement needs, successful leaders adopt the achievement-oriented style. 
B) When subordinates with have high social needs, they respond best to the supportive leadership style. 
C) When the subordinate's job is unstructured, the theory suggests using a supportive style. 
D) When the subordinate's job is highly structured, the theory suggests using instrumentality. 
A) When subordinates have high achievement needs, successful leaders adopt the achievement-oriented style. 
B) When subordinates with have high social needs, they respond best to the supportive leadership style. 
C) When the subordinate's job is unstructured, the theory suggests using a supportive style. 
D) When the subordinate's job is highly structured, the theory suggests using instrumentality.

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

The idea that leaders are born with unique characteristics that make them different form ordinary people is the

Which of the following is NOT one of the behaviors/characteristics of transformational leader as discussed in the text?

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

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

All of the following are true about trait leadership theories EXCEPT

Contingency theories

According to the text,all of the following statements about leadership styles in different cultures are true EXCEPT

Key leadership suggestions based on path-goal theory include all of the following EXCEPT

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

Filters

Exam 15: Leadership and Management Behavior in Multinational Companies

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

The idea that leaders are born with unique characteristics that make them different form ordinary people is the

Which of the following is NOT one of the behaviors/characteristics of transformational leader as discussed in the text?

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

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

All of the following are true about trait leadership theories EXCEPT

Contingency theories

According to the text,all of the following statements about leadership styles in different cultures are true EXCEPT

Key leadership suggestions based on path-goal theory include all of the following EXCEPT

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

Filters