Deck 7: Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits

Question 1

The _____________,the less the power and discretion of the CEO.

A)less uncertainty in the environment
B)stronger the TMT
C)younger the organization
D)more cohesive the organization

Answer 1

B

Question 2

The Jagged Edge Mountain Gear company provides an example of:

A)the role of strategic planning.
B)the key role of the CEO.
C)the importance of the fit among strategic factors.
D)the link between upper level leadership and strategy.

Answer 2

C

Question 3

Two general sets of factors moderate the power and discretion of executives.These include:

A)employees and other managers.
B)environmental factors and stakeholders.
C)external factors and organizational factors.
D)leadership factors and market issues.

Answer 3

C

Question 4

Micro leaders are typically evaluated as effective based on ______,whereas upper echelon leaders are typically evaluated based on_____ .

A)employee satisfaction;stock prices
B)motivation;absenteeism
C)stakeholder satisfaction;employee satisfaction
D)productivity;financial measures

Question 5

Anthony has just become the CEO of a company that has been around for over 100 years and has been steadily declining.As Anthony takes on his new job,he finds that he has considerable power and influence to make decisions and implement them.Anthony's discretion is an example of:

A)the typical powers of CEOs
B)the increase of CEO discretion in times of crisis.
C)how older companies still have traditional power structures.
D)the effectiveness of the fit between CEO characteristics and organizational factors.

Question 6

Which one of the following is not one of the strategic forces that impact organizations?

A)culture
B)environment
C)technology
D)management

Question 7

A sense of crisis sets the stage for:

A)poor performance.
B)emergence of charismatic CEOs.
C)a decrease in CEO discretion.
D)stakeholders to exercise more power.

Question 8

When do upper echelon leaders have a primary responsibility to formulate strategy for an organization?

A)When an organization is looking for strategic redirection.
B)When a successful strategy is in place.
C)When the environment is uncertain.
D)When stakeholders have power to make decisions that impact the organization.

Question 9

In successful companies,the well established culture and procedures often _______________.

A)reduce the impact of teams
B)provide increased discretion to the leader
C)increase the power of the leader
D)act as substitutes for the CEO

Question 10

____________includes all of the outside forces that potentially affect the organization.

A)Environment
B)Structure
C)Technology
D)Strategy

Question 11

Mickey Drexler,former CEO of the Gap and current CEO at J.Crew,had considerable power and discretion while he was with the Gap because:

A)he is an effective CEO.
B)he was well-liked by his employees.
C)the company board of directors was weak and ineffective.
D)the company was new and in need of revival.

Question 12

The job of upper echelon leaders requires an equal focus on:

A)internal/external
B)people/task
C)financial/performance
D)teams/departments

Question 13

Which of the following is not considered to be part of the upper echelon leadership of an organization?

A)president
B)chief operating officers
C)top management team
D)top department leader

Question 14

The ___________ the organization,the __________ the power and discretion of its top leader.

A)more complex;less
B)more diverse;more
C)smaller;more
D)more uncertain;less

Question 15

How many strategic forces are in the domain of strategic leadership?

A)two
B)four
C)six
D)eight

Question 16

Structure is best defined as:

A)the way human resources are organized.
B)the process by which inputs are transformed into outputs.
C)a common set of beliefs.
D)the internal factors that affect an organization.

Question 17

In micro leadership,the leader focuses on __________ factors,while macro leaders focus on ___________ issues.

A)internal;external
B)people;task
C)financial;performance
D)team;department

Question 18

As organizations grow and mature,the leader's influence is often replaced with:

A)the influence of teams.
B)the power of middle management.
C)the presence of a strong culture.
D)individual decision making.

Question 19

The difference between micro and macro level leadership is in the _________ and ___________.

A)definition;process
B)level;scope
C)type;focus
D)performance level;definition

Question 20

Which is not an external environmental factor that moderates the power of leaders?

A)environmental uncertainty
B)market growth
C)industry type
D)organizational culture

Question 21

Maleeni enjoys new situations,likes taking risks,and believes that leaders should delegate decision making to the lowest possible level.Which strategic leadership type is she?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 22

Which one of the strategic leaders will focus on efficiency and protecting the organization from change and build a centralized and homogeneous organization?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 23

Ashley is most comfortable when she is fully in charge of her group and likes to keep things as they are.Which strategic leadership type is she?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 24

Zhen does not like change much and empowers his employees to make their own decisions.Which strategic leadership type is he?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 25

How open a leader is to change and how willing he/she is to take risks is most important and relevant:

A)in small organizations.
B)during the formulation of strategy.
C)in times of crisis when high-risk decisions often pay off.
D)in certain environments.

Question 26

Jeffrey Katzenberg,CEO of Dreamworks,is an example of a

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 27

Janie and Victor Tsao,founders of Linksys,are examples of:

A)High-control innovators
B)Participative innovators
C)Status quo guardians
D)Process managers

Question 28

Tolerance for diversity,extent of centralization,degree of employee participation,and organicity are all part of which characteristic of upper echelon leaders?

A)internal orientation
B)collectivism
C)need for control
D)risk-aversion

Question 29

Which one of the strategic leaders tries to protect the organization from the impact of outside forces,encourages a fluid culture,and emphasizes efficiency?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 30

Which characteristic of CEOs would be more likely lead to an organization with centralized decision making,low delegation,and a low focus on process?

A)an internally focused CEO
B)a collectivist leader
C)a CEO with low need for control
D)a leader who likes risk-taking

Question 31

The case of Larry Ellison,Safra Catz,and Mark Hurd at Oracle is an example of:

A)the role of culture in CEOs' behavior and decisions.
B)the impact of partnerships on leader power.
C)the negative effect of a poor economy on CEO performance.
D)the negative impact of arrogance on CEOs.

Question 32

Which one of the strategic leaders implements the latest high-technology innovations in his/her organization,builds a strong dominant culture,and hires managers who are similar to him/her?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 33

Entrepreneurship,openness to change,transformational leadership,and futuricity are all part of which characteristic of upper echelon leaders?

A)external orientation
B)individualism
C)challenge seeking
D)risk-taking

Question 34

Which of the strategic leaders will open his/her organization to the outside,engage in high risk strategies,and empower employees to make decisions?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 35

Which type of CEO of less likely to change an organization.

A)a high Machiavellian
B)an insider
C)a younger outsider
D)a type B personality

Question 36

Stephen has always enjoyed new challenges and feels most comfortable when he has a tight control of his employees.Which strategic leadership type is he?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Product manager

Question 37

Mickey Drexler,former CEO of the Gap is an example of:

A)arrogant leaders who can't work with others.
B)creative CEOs who are open to change.
C)CEOs of large companies that failed because of their leadership.
D)CEOs who have a high need for control.

Question 38

Jon Brock,CEO of InBev,represents which type of strategic leader?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 39

The XYZ organization is headed by the 60 year old Rodger Smith who has been with the company for 25 years and CEO for the past 5 years.XYZ has performed well under his leadership.Based on research about upper echelon leaders,which of the following is most likely to happen?

A)Rodger will continue performing well by changing course as the need for change arises.
B)Rodger's performance is likely to go down,since most CEOs are not effective beyond 5 years.
C)Rodger is likely to engage in international venture because most people in his generation have international experience.
D)Rodger is likely to lead XYZ the same way he has been for the past 5 years,without making major changes.

Question 40

As a general rule,the power and discretion of the CEO increase when:

A)the TMT members are similar to the leader.
B)the CEO has considerable international experience.
C)the company goes public
D)a board of directors is put in place to help the CEO

Question 41

The common thread among many female executives is:

A)the fear of failure
B)employee empowerment
C)lack of international experience
D)strong financial skills

Question 42

Which is not one of the primary methods top echelon leaders use to affect their organizations?

A)direct decisions
B)allocation of resources
C)setting norms
D)assessing employees skills

Question 43

Culturally endorsed leadership theories (CLTs)were proposed by __________.

A)GLOBE researchers
B)Hofstede
C)Trompenaars
D)Hall

Question 44

Jeff Bezos,CEO of Amazon.com,decided to focus his organization on staying on top of technological developments.This is an example of how CEOs affect their organization through:

A)allocation of resources
B)selection of other leaders
C)role modeling
D)technology management

Question 45

As a manager who practices participation and empowerment,your style of leadership is likely to be most appreciated by:

A)Eastern Europeans
B)Middle Easterners
C)Nordic Europeans
D)Asians

Question 46

Which of the following is not one of the processes leaders use to influence their organizations.

A)direct decisions
B)laissez-faire
C)selection of other leaders
D)role modeling

Question 47

Ricardo Semler,CEO of Semco,is an example of which type of strategic leader?

A)High-control innovator
B)Participative innovator
C)Status quo guardian
D)Process manager

Question 48

In the examples provided in your book,Feargal Quinn,the CEO of the Irish supermarket chain Superquinn,and James Rogers of Duke Energy rely on ___________ to influence their employees and organizations.

A)direct decisions
B)role modeling
C)informal reward system
D)promotions

Question 49

The public-good mission of nonprofits,along with voluntary participation of many contributors requires leaders to engage in a________ style.

A)directive
B)collaborative
C)authoritative
D)task-oriented

Question 50

According to the culturally endorsed leadership theories,which cultures most value leaders who are inspirational and provide a vision?

A)Middle Easterners and Southern Europeans
B)Latin Americans and Nordic Europeans
C)Eastern Asians and Africans
D)Southwestern Asians and Germans

Question 51

Which is not a nonprofit organization?

A)Stanford University
B)Proctor and Gamble
C)Planned Parenthood
D)National Association for the Advancement of Colored People NAACP

Question 52

In 2012,the average salary of CEOs in Standard and Poor's top 500 companies was:

A)Over $4 million
B)between $400,000 and $800,000
C)between $2 and $4 million
D)a little over $1 million

Question 53

According to the Bridgespan Group's 2006 study,there are____ the number of nonprofit organizations compared to 20 years ago.

A)two times
B)three times
C)five times
D)ten times

Question 54

Which of the following terms best represent the typical characteristics of French upper management,or "cadre"?

A)participative,creative,and highly technical
B)stubbornness,control,and practical application
C)empowerment,focus on efficiency,and flexible
D)intellectual brilliance,excellent communication,and analytical skills

Question 55

Which is not a distinguishing characteristic of nonprofit organizations?

A)operate without profit
B)public service mission
C)governed by paid board of directors
D)funded through contributions

Question 56

Which of the following is not a factor in determining a CEO's compensation?

A)Company size
B)Competition within the industry
C)Internationalization
D)Company performance

Question 57

What do Patricia Woertz of Archer Daniels Midland,James McNemey of Boeing,and Ray Gilmartin of Merck have in common?

A)They are all CEOs of profitable companies.
B)They all got considerable pay increases while their companies performed poorly.
C)They all have been accused of ethical violations regarding corporate governance.
D)They were all fired for poor performance.

Question 58

Ming Tsao rarely openly comments on or criticizes his managers and employees' actions.Instead,he carefully selects those he believes have potential,invites them to attend meetings and social events,and allows them to spend more time with him.Ming's behavior is an example of which processes upper echelon leaders use to influence their organization?

A)direct decisions
B)role modeling
C)informal reward system
D)promotions

Question 59

In 2012,the average CEO salary was __________times the salary of a minimum wage worker.

A)151
B)354
C)532
D)821

Question 60

One argument in support of the high executive packages is that:

A)higher pay leads to higher performance
B)the high salaries are needed to prevent CEOs from abusing their power
C)CEO jobs are demanding and unstable
D)U.S.CEOs are among the best in the world

Question 61

The environment is the most important of the strategic forces.

Question 62

The structure of an organization refers to how leadership is organized.

Question 63

The difference between micro and macro leadership is in the nature of the process.

Question 64

The company Jagged Edge Mountain Gear provides an example where strategic forces are not in balance and do not fit one another.

Question 65

Prior to the year 2000,Procter and Gamble had a reputation for:

A)encouraging employee creativity and non-conformity.
B)providing clear guidelines for everything employees did.
C)poor products and low innovation.
D)external promotions that discouraged long time employees.

Question 66

Upper echelon leaders often formulate,but do not implement strategy.

Question 67

CEOs have considerable impact on the direction and strategy of organizations.

Question 68

Because mergers often create a sense of crisis and lead to internal chaos,employees rely less on their leadership.

Question 69

Upper echelon leaders often have unlimited power and influence in all aspects of decision making in their organizations.

Question 70

There are four strategic forces that are the domain of strategic management

Question 71

How does Lafley regard power?

A)Power is not necessary for performance.
B)Power must be shared with all employees.
C)Building a power base starts with expertise and must be backed up with force if necessary.
D)Power is determined by influence rather than control.

Question 72

Both micro and macro leaders are effective when they reach their goal.

Question 73

There is usually one person who is the top leader of an organization.

Question 74

The environment is made up of all the factors outside an organization that have the potential to affect it.

Question 75

Strategic leaders must balance the various strategic forces and create a fit among them.

Question 76

The definition of leadership is different at different levels of leadership,

Question 77

The leader's role becomes more prominent when an organization faces an uncertain environment.

Question 78

Technology is the process by which inputs are transformed into outputs.

Question 79

A.G.Lafley,current CEO of Procter and Gamble,is credited with the company's revival and high performance.Lafley's style is best described as:

A)quiet and determined team builder.
B)energetic and loud change master.
C)inspirational and charismatic.
D)focus on financial performance.

Question 80

Dealing with external constituents is central to the function of upper echelon leaders.