Question 1

Global teams are characterized by low levels of diversity and high levels of geographic dispersion.

Accepted Answer

A) True 
 B)False

Question 2

Development of global leadership skills is:

Accepted Answer

A)  a linear and exacting process. 
B)  well established and can be followed by anyone wanting to become a global leader. 
C)  a process that is not individualized. 
D)  A and 
E)  a nonlinear process that involves a set of diverse experiences. 
A)  a linear and exacting process. 
B)  well established and can be followed by anyone wanting to become a global leader. 
C)  a process that is not individualized. 
D)  A and 
E)  a nonlinear process that involves a set of diverse experiences.

Question 3

High levels of motivation in teams are likely when:

Accepted Answer

A)  the rewards are substantial. 
B)  the team has low levels of diversity. 
C)  team members see one another as each member sees himself or herself. 
D)  the task is challenging. 
E)  A and B. 
A)  the rewards are substantial. 
B)  the team has low levels of diversity. 
C)  team members see one another as each member sees himself or herself. 
D)  the task is challenging. 
E)  A and B.

Question 4

In establishing the team, the leader wants to:

Accepted Answer

A)  set boundaries for the team. 
B)  encourage strong member identification with the team and team norms. 
C)  direct activities so the team can meet its goals. 
D)  encourage team members to know one another. 
E)  A and B. 
A)  set boundaries for the team. 
B)  encourage strong member identification with the team and team norms. 
C)  direct activities so the team can meet its goals. 
D)  encourage team members to know one another. 
E)  A and B.

Question 5

Dynamism means that the leader must be dynamic.

Accepted Answer

A) True 
 B)False

Question 6

Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

Accepted Answer

A) True 
 B)False

Question 7

The GLED model of global leadership development:

Accepted Answer

A)  involves antecedents and a process to build higher levels of expertise. 
B)  applies to managers already belonging to the company. 
C)  involves extensive foreign training and language acquisition. 
D)  is used by the State Department. 
E)  C and D. 
A)  involves antecedents and a process to build higher levels of expertise. 
B)  applies to managers already belonging to the company. 
C)  involves extensive foreign training and language acquisition. 
D)  is used by the State Department. 
E)  C and D.

Question 8

Virtual teams that meet frequently to build trust are said to:

Accepted Answer

A)  live in airport terminals. 
B)  have nomadic norms. 
C)  have high levels of consideration. 
D)  B and 
E)  create a regular heartbeat. 
A)  live in airport terminals. 
B)  have nomadic norms. 
C)  have high levels of consideration. 
D)  B and 
E)  create a regular heartbeat.

Question 9

Performance appraisal for global teams is influenced by national-level culture.

Accepted Answer

A) True 
 B)False

Question 10

Multiplicity and interdependence are among the four dimensions of complexity identified by scholars.

Accepted Answer

A) True 
 B)False

Question 11

Global team leaders want to set specific team norms because:

Accepted Answer

A)  leaving the norming process to team members will allow the predominant culture to dominate. 
B)  global teams work best with norms of accountability and independence. 
C)  without norms or with dysfunctional norms, global teams are likely to under perform. 
D)  norms that support consideration and cooperation lead to good team functioning. 
E)  only when norms are set can the global team leader go on to the next step in the team process. 
A)  leaving the norming process to team members will allow the predominant culture to dominate. 
B)  global teams work best with norms of accountability and independence. 
C)  without norms or with dysfunctional norms, global teams are likely to under perform. 
D)  norms that support consideration and cooperation lead to good team functioning. 
E)  only when norms are set can the global team leader go on to the next step in the team process.

Question 12

This chapter discusses building a corporate global mindset. What can you do to build an individual global mindset?

Accepted Answer

A global mindset has intellectual intell

Question 13

A global mindset is built on a thorough knowledge of geography.

Accepted Answer

A) True 
 B)False

Question 14

Transformational experiences are a recommended part of preparation for global leadership.

Accepted Answer

A) True 
 B)False

Question 15

Global leadership can be regarded as different in kind from domestic leadership because:

Accepted Answer

A)  it requires much more knowledge of foreign languages and geography. 
B)  the differences between them are inconsequential. 
C)  their differences are of such great degrees with regard to their level of skills and application. 
D)  the domestic context does not require travel or knowledge of geography. 
E)  the domestic context is so limited. 
A)  it requires much more knowledge of foreign languages and geography. 
B)  the differences between them are inconsequential. 
C)  their differences are of such great degrees with regard to their level of skills and application. 
D)  the domestic context does not require travel or knowledge of geography. 
E)  the domestic context is so limited.

Question 16

The sooner the team achieves high levels of trust, the sooner the team can:

Accepted Answer

A)  relax and wait for deadlines. 
B)  rank its members by skills. 
C)  set up its norms. 
D)  move to a constructive focus on the task. 
E)  allocate power. 
A)  relax and wait for deadlines. 
B)  rank its members by skills. 
C)  set up its norms. 
D)  move to a constructive focus on the task. 
E)  allocate power.

Question 17

Team establishment involves weakly linked member identification to ensure creativity.

Accepted Answer

A) True 
 B)False

Question 18

In cultures with hierarchical values, such as Japan and Brazil, a single leader with decision-making power is often the case.

Accepted Answer

A) True 
 B)False

Question 19

Kurt Lewin's model of change involves understanding the need for change, changing, and evaluating the change.

Accepted Answer

A) True 
 B)False

Question 20

People from cultures with high power distance will feel most comfortable with top managers' making decisions and issuing directives.

Accepted Answer

A) True 
 B)False

Global teams are characterized by low levels of diversity and high levels of geographic dispersion.

Development of global leadership skills is:

High levels of motivation in teams are likely when:

In establishing the team, the leader wants to:

Dynamism means that the leader must be dynamic.

Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

The GLED model of global leadership development:

Virtual teams that meet frequently to build trust are said to:

Performance appraisal for global teams is influenced by national-level culture.

Multiplicity and interdependence are among the four dimensions of complexity identified by scholars.

Global team leaders want to set specific team norms because:

This chapter discusses building a corporate global mindset. What can you do to build an individual global mindset?

A global mindset is built on a thorough knowledge of geography.

Transformational experiences are a recommended part of preparation for global leadership.

Global leadership can be regarded as different in kind from domestic leadership because:

The sooner the team achieves high levels of trust, the sooner the team can:

Team establishment involves weakly linked member identification to ensure creativity.

In cultures with hierarchical values, such as Japan and Brazil, a single leader with decision-making power is often the case.

Kurt Lewin's model of change involves understanding the need for change, changing, and evaluating the change.

People from cultures with high power distance will feel most comfortable with top managers' making decisions and issuing directives.

The Challenging World of International Business

International Trade and Foreign Direct Investment

International Institutions From an International Business Perspective

Sociocultural Forces

Natural Resources and Environmental Sustainability

Political and Trade Forces

Intellectual Property and Other Legal Forces

The International Monetary System and Financial Forces

International Competitive Strategy

Organizational Design and Control

Assessing International Markets

Entry Modes

Export and Import Practices

Marketing Internationally

Global Operations and Supply Chain Management

Managing Human Resources in an International Context

International Accounting and Financial Management

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Exam 11: Global Leadership Issues and Practices

Global teams are characterized by low levels of diversity and high levels of geographic dispersion.

Development of global leadership skills is:

High levels of motivation in teams are likely when:

In establishing the team, the leader wants to:

Dynamism means that the leader must be dynamic.

Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

The GLED model of global leadership development:

Virtual teams that meet frequently to build trust are said to:

Performance appraisal for global teams is influenced by national-level culture.

Multiplicity and interdependence are among the four dimensions of complexity identified by scholars.

Global team leaders want to set specific team norms because:

This chapter discusses building a corporate global mindset. What can you do to build an individual global mindset?

A global mindset is built on a thorough knowledge of geography.

Transformational experiences are a recommended part of preparation for global leadership.

Global leadership can be regarded as different in kind from domestic leadership because:

The sooner the team achieves high levels of trust, the sooner the team can:

Team establishment involves weakly linked member identification to ensure creativity.

In cultures with hierarchical values, such as Japan and Brazil, a single leader with decision-making power is often the case.

Kurt Lewin's model of change involves understanding the need for change, changing, and evaluating the change.

People from cultures with high power distance will feel most comfortable with top managers' making decisions and issuing directives.

The Challenging World of International Business

International Trade and Foreign Direct Investment

International Institutions From an International Business Perspective

Sociocultural Forces

Natural Resources and Environmental Sustainability

Political and Trade Forces

Intellectual Property and Other Legal Forces

The International Monetary System and Financial Forces

International Competitive Strategy

Organizational Design and Control

Assessing International Markets

Entry Modes

Export and Import Practices

Marketing Internationally

Global Operations and Supply Chain Management

Managing Human Resources in an International Context

International Accounting and Financial Management

Filters