Deck 5: Executive Leadership

Question 1

According to Herman and Heimovics, effective chief executive officers stay focused on ______.

A) program failure
B) industry comparisons
C) key goals and outcomes
D) the organization's revenue

Answer 1

C

Question 2

The idea that a leader must be friendly but not overly familiar with subordinates is called ______.

A) self-sacrifice
B) social distance
C) persuasive appeal
D) superior management

Answer 2

B

Question 3

Leaders who use a political frame are ______.

A) partial to public opinion
B) less likely to build internal relationships
C) more likely to go on to run for political office
D) sensitive to external forces that might affect the organization

Answer 3

D

Question 4

According to Kotter's top-down approach, efforts at transformational change often fail because leaders allow too much ______.

A) flexibility
B) complacency
C) communication
D) empowerment

Question 5

Which theory explains leadership in terms of the innate characteristics of individuals?

A) trait
B) skills
C) behavior
D) contingency

Question 6

According to Worth, a lack of leadership by the chief executive officer will eventually lead to ______.

A) a corporate takeover
B) drift, decline, and failure
C) restructuring of leadership
D) more democratic leadership

Question 7

Many nonprofit chief executive officers spend the majority of their time on ______.

A) marketing
B) fund-raising
C) personnel management
D) research and development

Question 8

A leader who behaves in ways that cause others to see themselves as leaders is practicing ______ leadership.

A) legislative
B) transformational
C) behavioristic
D) transactional

Question 9

According to Dym and Hutson, organizational alignment is ______.

A) difficult
B) two-way process
C) designed by the board of directors
D) controlled by the chief executive officer

Question 10

According to Worth, what style of leadership is best suited for leading nonprofit organizations?

A) autocratic
B) legislative
C) transactional
D) transformational

Question 11

Which management activity is growing due to reduced government support for nonprofit organizations?

A) fund-raising
B) staff training
C) leading volunteers
D) employee supervision

Question 12

The significant characteristic of transformational leadership is that it ______.

A) gives a leader absolute power
B) reduces the responsibility of the leader
C) balances power between the leader and subordinates
D) offers an approach to leading both subordinates and organizations

Question 13

Internal preparation for executive transition is a shared responsibility of the nonprofit board and the ______.

A) paid staff
B) board chair-elect
C) organizational founder
D) chief executive officer

Question 14

To minimize risk, nonprofit boards must select a new chief executive officer based on the organization's ______.

A) history
B) mission
C) revenue
D) collaborative relationships

Question 15

According to Dym and Hutson's alignment map, what three components must align for a perfect leadership fit?

A) paid staff, leaders, and volunteers
B) program customers, staff, and leaders
C) leaders, organizations, and the community
D) board members, the chief executive officer, and program constituents

Question 16

A common method researchers use to identify successful leaders is based on ______.

A) staff turnover
B) revenues generated
C) levels of complacency
D) perceptions of effectiveness

Question 17

What leadership style focuses on relationships?

A) servant
B) autocratic
C) task-oriented
D) transactional

Question 18

According to Collins, the power to simply make decisions is referred to as ______ leadership.

A) executive
B) legislative
C) figurehead
D) charismatic

Question 19

What is the responsibility of overseeing day-to-day operations called?

A) control
B) guidance
C) leadership
D) management

Question 20

A _____ is a way of understanding something.

A) grid
B) frame
C) transition
D) task behavior

Question 21

Transformational leadership primarily uses rewards or punishment to influence and change the behaviors of others.

Question 22

A board of directors wants to hold an organizational retreat so they can interact with the chief executive officer, paid staff, and volunteers of their organization. The board is practicing which leadership theory?

A) path-goal
B) life-cycle
C) empowerment
D) leader-member exchange

Question 23

The founder of Habitat for Humanity found it difficult to turn management of the nonprofit over to a new chief executive officer. The founder was demonstrating ______ syndrome.

A) fear
B) change
C) founder
D) reluctance

Question 24

According to Kotter, leaders planning to implement organizational change should first ______.

A) generate short-term wins
B) create a guiding coalition
C) establish a sense of urgency
D) communicate the change vision

Question 25

Crutchfield and Grant determined effective nonprofit chief executive officers ______.

A) conduct strategic planning
B) share leadership with others
C) do not work outside of their expertise
D) manage their organizations as closed systems

Question 26

A chief executive officer exhibiting founder syndrome can create a crisis for a nonprofit organization.

Question 27

A nonprofit chief executive officer (CEO) displays little commitment to the organization's mission. According to Blake and Mouton, the CEO has what type of management style?

A) team
B) country club
C) impoverished
D) authority-obedience

Question 28

A chief executive officer's responsibilities include both managing and leading the organization.

Question 29

An effective chief executive officer empowers others.

Question 30

Behavior theories include task and relationship activities.

Question 31

A nonprofit chief executive officer uses a newsletter as his organization's primary communication tool to announce the organizational change. According to Kotter, Brandon's communication channel may result in _______.

A) drift
B) complacency
C) too much control
D) under communication

Question 32

Successful executive transitions involve creating a succession plan.

Question 33

Trait theories emphasize the business experience of the nonprofit leader.

Question 34

A chief executive officer (CEO) is attending a working lunch with community leaders who share the CEO's organizational values. The CEO is practicing which type of leadership?

A) executive
B) autocratic
C) legislative
D) transactional

Question 35

Dym and Hutson's alignment model integrates the best followership characteristics.

Question 36

Identify and justify Moyers' ten basic responsibilities of nonprofit chief executives.

Question 37

A nonprofit board of directors is interviewing individuals for a chief executive officer position. The directors want to ensure the person they hire has a personality that matches the organization's mission. The board members want to ensure ______.

A) charisma
B) alignment
C) cooperation
D) transformation

Question 38

One responsibility of a nonprofit chief executive officer is to select new members of the board of directors.

Question 39

Organizational leaders who change their leadership styles based on the particular circumstances of a situation are practicing ______ leadership.

A) autocratic
B) trait theory
C) decision-making
D) contingency theory

Question 40

Servant leadership places emphasis on values and commitment.

Question 41

Choose a leader and identify behaviors that indicate he or she is a transactional leader.

Question 42

Contrast the concepts of leadership and management.

Question 43

Compare and contrast the common themes found in skills theory.

Question 44

Contrast transactional leadership and transformational leadership.

Question 45

Identify Fiedler's three variables that are used to determine if a situation is favorable or unfavorable to a leader. Make an argument agreeing or disagreeing with Fiedler.

Question 46

Identify and explain Routhieaux's list of important trends occurring in nonprofit organizations.

Question 47

Explain why academic scholars find it difficult to conduct empirical research on nonprofit leadership.

Question 48

Draw a picture applying Kotter's change model to a leadership change.

Question 49

Explain what may occur in an organization experiencing founder syndrome.

Question 50

Identify and defend five management practices where a chief executive should focus his/her efforts.

Question 51

Identify behaviors that may cause others to see a leader as charismatic.