Question 1

List some of the ways managers can lead continuous improvement.

Accepted Answer

Some of the ways managers can lead continuous improvement are:
• The first one is for leaders to lead by example, by working continuously to improve the processes that they control.
• A second way that managers can lead process improvement is to help organization members prioritize processes to work on.
• A third way is to inspire people to do things they do not believe they can do.
• One final is to keep track of improvement efforts, to encourage them, and to provide recognition when key milestones are reached.

Question 2

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader, involves shaping processes and structures to allow for the achievement of organizational goals and outcomes?

Accepted Answer

A)  Learner 
B)  Communicator 
C)  Builder 
D)  Navigator 
A)  Learner 
B)  Communicator 
C)  Builder 
D)  Navigator C

Question 3

Point 14 of Deming's 14 points emphasizes on:

Accepted Answer

A)  removing barriers that rob people of pride of workmanship. 
B)  teaching and instituting leadership in an organization. 
C)  encouraging education and self-improvement. 
D)  taking action to accomplish the transformation in organizational culture. 
A)  removing barriers that rob people of pride of workmanship. 
B)  teaching and instituting leadership in an organization. 
C)  encouraging education and self-improvement. 
D)  taking action to accomplish the transformation in organizational culture. D

Question 4

Describe the significance of consideration and initiating structure in a TQ environment.

Accepted Answer

Consideration and initiating structure r

Question 5

_____ leadership theory assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals.

Accepted Answer

A)  Situational 
B)  Transactional 
C)  Transformational 
D)  Charismatic 
A)  Situational 
B)  Transactional 
C)  Transformational 
D)  Charismatic

Question 6

Initiating structure:

Accepted Answer

A)  does not involve enforcing deadlines. 
B)  involves instituting standard operating procedures. 
C)  means taking care of subordinates. 
D)  involves being approachable to subordinates. 
A)  does not involve enforcing deadlines. 
B)  involves instituting standard operating procedures. 
C)  means taking care of subordinates. 
D)  involves being approachable to subordinates.

Question 7

List the leadership styles associated with the different levels of readiness.

Accepted Answer

Blanchard and Hersey defined four leader

Question 8

Which are the characteristics underlying the leadership competencies identified by the American Society for Quality?

Accepted Answer

A collection of personal leade

Question 9

What are the two important steps in establishing a vision?

Accepted Answer

The first step is simply listening for i

Question 10

Passive management by exception is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.

Accepted Answer

A) True 
 B)False

Question 11

Initiating structure is also known as socioemotional orientation.

Accepted Answer

A) True 
 B)False

Question 12

An effective leadership system should not include mechanisms for leaders' self-improvement.

Accepted Answer

A) True 
 B)False

Question 13

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves providing others with a role to guide their actions?

Accepted Answer

A)  Mentor 
B)  Navigator 
C)  Learner 
D)  Communicator 
A)  Mentor 
B)  Navigator 
C)  Learner 
D)  Communicator

Question 14

The difference between the classic view of leadership and the TQ view is that the former deals with major subunits, whereas the latter emphasizes leadership at the workgroup level.

Accepted Answer

A) True 
 B)False

Question 15

Corporate social responsibility implies that organizations must behave ethically and be sensitive of social, cultural, economic, and environmental issues.

Accepted Answer

A) True 
 B)False

Question 16

Consideration involves:

Accepted Answer

A)  being approachable to subordinates. 
B)  getting people organized. 
C)  enforcing deadlines. 
D)  instituting standard operating procedures. 
A)  being approachable to subordinates. 
B)  getting people organized. 
C)  enforcing deadlines. 
D)  instituting standard operating procedures.

Question 17

The Mintzberg model attempts to prescribe what managers should do.

Accepted Answer

A) True 
 B)False

Question 18

Describe the behaviors associated with effective leadership identified at the Ohio State University studies.

Accepted Answer

Studies at the Ohio State University con

Question 19

What are the imperatives of leadership?

Accepted Answer

There are three clear imperati

Question 20

In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required to obtain rewards to influence motivation.

Accepted Answer

A) True 
 B)False

List some of the ways managers can lead continuous improvement.

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader, involves shaping processes and structures to allow for the achievement of organizational goals and outcomes?

Point 14 of Deming's 14 points emphasizes on:

Describe the significance of consideration and initiating structure in a TQ environment.

_____ leadership theory assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals.

Initiating structure:

List the leadership styles associated with the different levels of readiness.

Which are the characteristics underlying the leadership competencies identified by the American Society for Quality?

What are the two important steps in establishing a vision?

Passive management by exception is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.

Initiating structure is also known as socioemotional orientation.

An effective leadership system should not include mechanisms for leaders' self-improvement.

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves providing others with a role to guide their actions?

The difference between the classic view of leadership and the TQ view is that the former deals with major subunits, whereas the latter emphasizes leadership at the workgroup level.

Corporate social responsibility implies that organizations must behave ethically and be sensitive of social, cultural, economic, and environmental issues.

Consideration involves:

The Mintzberg model attempts to prescribe what managers should do.

Describe the behaviors associated with effective leadership identified at the Ohio State University studies.

What are the imperatives of leadership?

In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required to obtain rewards to influence motivation.

Introduction to Quality and Performance Excellence

Frameworks for Quality and Performance Excellence

Tools and Techniques for Quality Design and Control

Tools and Techniques for Quality Improvement

Competitive Advantage and Strategic Management for Performance Excellence

Quality in Customer Supplier Relationships

Designing Organizations for Performance Excellence

Quality Teamwork

Engagement, Empowerment, and Motivation

Performance Excellence and Organizational Change

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Exam 10: Leadership for Performance Excellence

List some of the ways managers can lead continuous improvement.

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader, involves shaping processes and structures to allow for the achievement of organizational goals and outcomes?

Point 14 of Deming's 14 points emphasizes on:

Describe the significance of consideration and initiating structure in a TQ environment.

_____ leadership theory assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals.

Initiating structure:

List the leadership styles associated with the different levels of readiness.

Which are the characteristics underlying the leadership competencies identified by the American Society for Quality?

What are the two important steps in establishing a vision?

Passive management by exception is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.

Initiating structure is also known as socioemotional orientation.

An effective leadership system should not include mechanisms for leaders' self-improvement.

With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves providing others with a role to guide their actions?

The difference between the classic view of leadership and the TQ view is that the former deals with major subunits, whereas the latter emphasizes leadership at the workgroup level.

Corporate social responsibility implies that organizations must behave ethically and be sensitive of social, cultural, economic, and environmental issues.

Consideration involves:

The Mintzberg model attempts to prescribe what managers should do.

Describe the behaviors associated with effective leadership identified at the Ohio State University studies.

What are the imperatives of leadership?

In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required to obtain rewards to influence motivation.

Introduction to Quality and Performance Excellence

Frameworks for Quality and Performance Excellence

Tools and Techniques for Quality Design and Control

Tools and Techniques for Quality Improvement

Competitive Advantage and Strategic Management for Performance Excellence

Quality in Customer Supplier Relationships

Designing Organizations for Performance Excellence

Quality Teamwork

Engagement, Empowerment, and Motivation

Performance Excellence and Organizational Change

Filters