Question 1

"Culture does not affect leadership attributes." This statement is:

Accepted Answer

A)  true, because leadership traits are universal. 
B)  true, because leadership is a top-down concept. 
C)  true, because the desire to be led is universal. 
D)  false, because all cultures understand what leadership is. 
E)  false, because traits understood as critical for leaders vary some by culture. 
A)  true, because leadership traits are universal. 
B)  true, because leadership is a top-down concept. 
C)  true, because the desire to be led is universal. 
D)  false, because all cultures understand what leadership is. 
E)  false, because traits understood as critical for leaders vary some by culture.

Question 2

Mapping is figuring out a geographical outline for all team members.

Accepted Answer

A) True 
 B)False

Question 3

The interdependence that confronts global leaders results from:

Accepted Answer

A)  needing to depend on others to implement change plans. 
B)  increased levels of linkage, both within and outside the company. 
C)  global logistics conditions. 
D)  outsourcing of manufacturing. 
E)  offshoring of personnel. 
A)  needing to depend on others to implement change plans. 
B)  increased levels of linkage, both within and outside the company. 
C)  global logistics conditions. 
D)  outsourcing of manufacturing. 
E)  offshoring of personnel.

Question 4

Bridging involves seeing the other person's point of view.

Accepted Answer

A) True 
 B)False

Question 5

Cultures that tolerate high levels of ambiguity, such as Japan and Germany, are likely to be more change-friendly.

Accepted Answer

A) True 
 B)False

Question 6

Global leaders confront increased ambiguity because:

Accepted Answer

A)  they find themselves unable to make decisions. 
B)  their environment is more difficult than that of the domestic leader. 
C)  much of the information they receive is difficult to give meaning to because it lacks clarity or has unclear cause-and-effect relationships. 
D)  they function in a world with too much clarity. 
E)  A and B. 
A)  they find themselves unable to make decisions. 
B)  their environment is more difficult than that of the domestic leader. 
C)  much of the information they receive is difficult to give meaning to because it lacks clarity or has unclear cause-and-effect relationships. 
D)  they function in a world with too much clarity. 
E)  A and B.

Question 7

Global teams are characterized by:

Accepted Answer

A)  their virtuality and use of many media. 
B)  their geographic dispersion. 
C)  their diversity. 
D)  their differing member contexts. 
E)  all of the above. 
A)  their virtuality and use of many media. 
B)  their geographic dispersion. 
C)  their diversity. 
D)  their differing member contexts. 
E)  all of the above.

Question 8

The foundation of a global mindset is:

Accepted Answer

A)  knowledge of and experience in other cultures. 
B)  knowledge of foreign languages and cultures. 
C)  intellectual intelligence and global emotional intelligence. 
D)  global skills. 
E)  A, B, and D. 
A)  knowledge of and experience in other cultures. 
B)  knowledge of foreign languages and cultures. 
C)  intellectual intelligence and global emotional intelligence. 
D)  global skills. 
E)  A, B, and D.

Question 9

Culture plays a role in global team member expectations. For example:

Accepted Answer

A)  Americans are likely to want strong group identity. 
B)  Japanese are likely to want hierarchical leadership. 
C)  Germans are likely to want high levels of task ambiguity. 
D)  These cultural preferences related to global team member expectations are in the text. Materials to discuss them further are found in the dimensions in Chapter 4. 
E)  B and D. 
A)  Americans are likely to want strong group identity. 
B)  Japanese are likely to want hierarchical leadership. 
C)  Germans are likely to want high levels of task ambiguity. 
D)  These cultural preferences related to global team member expectations are in the text. Materials to discuss them further are found in the dimensions in Chapter 4. 
E)  B and D.

Question 10

If a student wants to become a global leader, she or he might:

Accepted Answer

A)  study abroad and live with host families. 
B)  build language and cultural fluency. 
C)  take international internships. 
D)  travel as much as possible. 
E)  all of the above. 
A)  study abroad and live with host families. 
B)  build language and cultural fluency. 
C)  take international internships. 
D)  travel as much as possible. 
E)  all of the above.

Question 11

Included in the differences between a traditional team and a global team is the difference between:

Accepted Answer

A)  one economic condition and many dissimilar economic conditions. 
B)  virtual and actual relationships. 
C)  hierarchy and flat structures. 
D)  individual and group goals. 
E)  assertive and aggressive goal setting. 
A)  one economic condition and many dissimilar economic conditions. 
B)  virtual and actual relationships. 
C)  hierarchy and flat structures. 
D)  individual and group goals. 
E)  assertive and aggressive goal setting.

Question 12

Social loafing is:

Accepted Answer

A)  unusual in virtual teams. 
B)  a danger in virtual teams. 
C)  discouraged through a mixture of individual and team-based rewards. 
D)  more common in face-to-face teams than global virtual teams. 
E)  B and C. 
A)  unusual in virtual teams. 
B)  a danger in virtual teams. 
C)  discouraged through a mixture of individual and team-based rewards. 
D)  more common in face-to-face teams than global virtual teams. 
E)  B and C.

Question 13

Effective bridging in a team situation is a substitute for integration.

Accepted Answer

A) True 
 B)False

Question 14

GLED and Right Stuff are models for:

Accepted Answer

A)  developing global leaders. 
B)  developing and assessing global assignees. 
C)  understanding global leadership situations. 
D)  evaluating global leadership performance. 
E)  understanding global leadership deficits. 
A)  developing global leaders. 
B)  developing and assessing global assignees. 
C)  understanding global leadership situations. 
D)  evaluating global leadership performance. 
E)  understanding global leadership deficits.

Question 15

Social loafing is not an issue on virtual teams.

Accepted Answer

A) True 
 B)False

Question 16

The roles of the global leader include:

Accepted Answer

A)  negotiator and change agent. 
B)  supervisor and administrator. 
C)  superintendent and monitor 
D)  marketer and salesperson for change. 
E)  B and D. 
A)  negotiator and change agent. 
B)  supervisor and administrator. 
C)  superintendent and monitor 
D)  marketer and salesperson for change. 
E)  B and D.

Question 17

The Right Stuff model of global leadership development:

Accepted Answer

A)  focuses on the needs of the firm and develops managers who bring some of the right stuff with them. 
B)  suggests that global leaders are born, not made. 
C)  looks to universities to train in global leadership. 
D)  relies on in-house candidates for global leadership positions. 
E)  assumes that the firm can provide what the global leadership candidate requires. 
A)  focuses on the needs of the firm and develops managers who bring some of the right stuff with them. 
B)  suggests that global leaders are born, not made. 
C)  looks to universities to train in global leadership. 
D)  relies on in-house candidates for global leadership positions. 
E)  assumes that the firm can provide what the global leadership candidate requires.

Question 18

Research on global change has led to well-developed theories of the process of global change.

Accepted Answer

A) True 
 B)False

Question 19

Some of the culture dimensions that are involved in change are tolerance of ambiguity and power distance.

Accepted Answer

A) True 
 B)False

Question 20

Change is understood differently in different cultures, which suggests that leading global change is a challenging process.

Accepted Answer

A) True 
 B)False

"Culture does not affect leadership attributes." This statement is:

Mapping is figuring out a geographical outline for all team members.

The interdependence that confronts global leaders results from:

Bridging involves seeing the other person's point of view.

Cultures that tolerate high levels of ambiguity, such as Japan and Germany, are likely to be more change-friendly.

Global leaders confront increased ambiguity because:

Global teams are characterized by:

The foundation of a global mindset is:

Culture plays a role in global team member expectations. For example:

If a student wants to become a global leader, she or he might:

Included in the differences between a traditional team and a global team is the difference between:

Social loafing is:

Effective bridging in a team situation is a substitute for integration.

GLED and Right Stuff are models for:

Social loafing is not an issue on virtual teams.

The roles of the global leader include:

The Right Stuff model of global leadership development:

Research on global change has led to well-developed theories of the process of global change.

Some of the culture dimensions that are involved in change are tolerance of ambiguity and power distance.

Change is understood differently in different cultures, which suggests that leading global change is a challenging process.

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

"Culture does not affect leadership attributes." This statement is:

Mapping is figuring out a geographical outline for all team members.

The interdependence that confronts global leaders results from:

Bridging involves seeing the other person's point of view.

Cultures that tolerate high levels of ambiguity, such as Japan and Germany, are likely to be more change-friendly.

Global leaders confront increased ambiguity because:

Global teams are characterized by:

The foundation of a global mindset is:

Culture plays a role in global team member expectations. For example:

If a student wants to become a global leader, she or he might:

Included in the differences between a traditional team and a global team is the difference between:

Social loafing is:

Effective bridging in a team situation is a substitute for integration.

GLED and Right Stuff are models for:

Social loafing is not an issue on virtual teams.

The roles of the global leader include:

The Right Stuff model of global leadership development:

Research on global change has led to well-developed theories of the process of global change.

Some of the culture dimensions that are involved in change are tolerance of ambiguity and power distance.

Change is understood differently in different cultures, which suggests that leading global change is a challenging process.

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