Test Bank For Organizational Leadership Second Edition By John Bratton

Test Bank For Organizational Leadership Second Edition John Bratton Chapter 1-17

Chapter 1: The nature of leadership 1. Organizational leadership is a process of influencing within an employment relationship involving ongoing human interaction with others wherein those others consent to achieve a goal.

Which of the following statement describes the above definition incorrectly? a. Leadership is influencing each other directly and indirectly within a formal structure of organization. b. The influence process only applies to those with rankings in the organizational hierarchy.c.

The aim of leadership is ultimately to reach a desired outcome, and its success is measured by the goal’s effectiveness. d. The style of leadership adopted is affected by the actions embedded in a system of both cooperation and structural conflict.

Ans: B

2. Leadership is different from management, and the following statements are true, except: a. Leaders encourage empowerment, while Managers encourage compliance. b. Leaders operate at an emotional level, seeking to appeal to followers’ emotions, while Managers operate logically and value rationality. c. Leaders are change agents associated with vuja de, while Managers are change agents associated with déjà vu. d. Leaders encourage compliance, while Managers encourage empowerment.

Ans: D

3. How has the focus of research in leadership changed over the years? a. Trait > Charismatic/Transformational > Behaviour > Contingency > Shared/Distributed b. Trait > Contingency > Charismatic/Transformational > Behaviour > Shared/Distributed

c. Trait > Behaviour > Contingency > Charismatic/Transformational > Shared/Distributed d. Trait > Behaviour > Charismatic/Transformational > Contingency > Shared/Distributed Ans: C

4. Why is it crucial to critique mainstream functionalist approach to leading people? a. ‘Glass ceiling’ is only a myth created to explain why women cannot accelerate as fast as men in their career advancement. b. To understand the real consequences of power for the people within and outside of the organizations. c. Power operates only within the cooperation and does not affect society as a whole. d. There exists such a thing as ‘female’ management behaviour.

Ans: B

5. The Employment Relationship is formed through the following, except: a. Mutually advantageous transaction in a free market. b. Unequal power relation formed within complex socioeconomic inequalities. c. Negotiation over ‘wage-effort’ between parties with competing interests. d. Partnership of employers and employees with different interests.

Ans: D

Chapter 2: Power and leadership 1. According to Weber’s and Lukes’ way of conceptualizing power, ______. a. Power is found in everyday social practice b. Power is visible, exercised when needed c. Power is imperceptible through everyday routines d. Knowledge buttresses the web of power Ans: B

2. French and Raven have focused on the potential ability of one individual to influence another within a certain social situation. This theory assumes ______.

a. Power relations in a broad sense, acknowledging the complexity and mixture of consensus and conflict b. Power as a relational activity, rather than as a possession c. Those with power induce the powerless to behave or believe as the former wish, without coercion d. The particular ‘resource’ owned by the person that is applicable in one situation will have the same application in other scenarios Ans: D

3. Abusive relationships between the leader and follower remain a critical issue, much more in today’s organizations. What is the main contribution to this matter? a. Obedience is the key b. Fear of the leader c. Society remains impartial about this d. It is a norm that became part of the culture in the organization/society Ans: A

4. Which of the following does not describe the relationship between power and the individuals who intend to harness it at their workplace? a. Having power means you know how to ‘play the game’ at your workplace to achieve your goals, regardless of your own or your team’s. b. Power works most efficient and effective in a bureaucratic organization. c. Only certain individuals possess power in the organization. d. To be able to manage someone, you would need to know them in and out as much as possible. HRM provides you with the necessary tools to achieve this.

Ans: C

5. Fleming and Spicer identified four sites of organizational power. Which of the following is not part of the four? a. Family relations and religion are additional ‘regulatory’ forces b. The organization itself becomes a vehicle to further interests or goals

c. Attempts to use extra-organizational spaces to engage in political activity and create change within the sector d. How elites might compete to influence how an organization develops Ans: A

Chapter 3: Culture and leadership 1. Which of the following correctly provides an example of a cultural dimension as per House et al.? a. Town planning laws b. Educational attainment guidelines c. Gender egalitarianism d. Gender in-group collectivism Ans: C

2. What is organizational culture? a. A phenomenon which is separate to and uninfluenced by national culture or broader social culture. b. A system of ‘shared’ values and beliefs, co-produced by leaders and followers, which seek to reinforce employee behaviour to achieve the organization’s goals. c. A three-level model with shared assumptions at the top, then shared values and finally artefacts. d. A five-level model with structures and symbols, followed by ceremonies, language, shared values, shared assumptions.

Ans: B

3. Marcia is an academic researcher and her work focuses on the extent to which some organizations play a part in the socializing processes in which people acquire gender identities. She is writing a biography of herself for the university website. How would she best describe the perspective her work is written from? a. Managerialist

b. Symbolic-interactionist c. Social conflict d. Feminist Ans: D

4. How can organizational leaders sometimes seek to change or manage the culture of an organization? a. Engage employees directly in the decision-making process such as group and team briefings, quality circles and problem-solving groups. b. Let employees display their own individual and unique ideas and practices as and when they see fit, as long as they are happy. c. Diminish employee voice. d. Discourage employee group activities.

Ans: A

5. Which statement below is most consistent with the neoliberalism culture? a. It describes the dominant Post Second World War orthodoxy. b. It values state economic management of economies and the welfare state. c. It is really successful in Finland. d. A doctrine that proposes that human well-being can best be advanced by free markets, deregulation, the privatization of state assets and the withdrawal of the state from health, prisons and transport.

Ans: D

Chapter 4: Strategic management, innovation and leadership 1. For many organizations, strategy emerges as a pattern of activity over time and as a mix of both planned activity, ______, and opportunity. a. accident b. luck c. coincidence d. serendipity

Ans: A

2. For corporations, financialization is associated with the emergence and dominance of the discourse on shareholder value ______ as the guiding principle for business. a. responsibility b. added c. maximization d. none of the above Ans: C

3. Neoliberalism is marked by a broad set of ideas and values related to individualism and laissez-faire economics. In practice, neoliberalism has shaped which of the following policies? a. The state’s withdrawal from industry. b. Global free trade agreements and market deregulation. c. Weakening of employee rights and welfare provision. d. All of the above.

Ans: D

4. The focus on financial performance to maximize value for shareholders and investors is associated with which business practices and activities? a. The introduction and reliance on financial performance measures as the measure of efficiency. b. Short-term business outlooks manifested through quarterly reports. c. Practices that shed off ‘underperforming’ branches in attempts to raise the net worth of the corporation, hostile takeovers, mergers & acquisitions, leveraged buyouts, etc. d. All of the above.

Ans: D 5. Leaders’ role in innovation is best described by which choice below?

a. Leaders do not facilitate innovation; it is driven bottom-up from within the firm, far removed from the C-Suite. b. Leaders influence innovation by creating enabling environments and setting goals and direction. c. Leaders are always at the forefront of innovation, with little involvement from other levels of the firm. d. Leaders direct innovation at the implementation stage only.

Ans: B

Chapter 5: Trait, behaviour and contingency theories of leadership 1. Which statement below best describes early research on leadership trait theory? a. The Big Five Personality Traits are statistically accurate at predicting the success of leaders, as quantitative results establish a causal connection between traits and leadership effectiveness. b. Trait theories of leadership focus on personal characteristics, or intellectual attributes that differentiate leaders from non-leaders. c. Trait theories of leadership focus on personal characteristics, or intellectual attributes that differentiate leaders from non-leaders but some weaknesses are; it does not account for context or followership. d. Leadership trait theory takes account of context, followership and social dimensions of class, gender and race, as well as culture, and that is why it is enjoying a renaissance.

Ans: C

2. The University of Michigan model of leadership ______. a. Is focused on the effect of a leader’s behaviour or style on work performance, with two discrete types of leadership behaviours – production orientation and employee orientation, with the latter associated with higher performance b. Suggests that the two main activities of leaders involve a concern for results and a concern for people as a combination on a nine-point scale on the Leadership Grid, with five main styles

c. Is concerned with how leaders behaved when they were leading a team or an organization and suggests there are two important underlying dimensions of leader behaviours; initiating structure and consideration d. Suggests that two main activities of leaders involve a concern for results and a concern for customers as a combination on a five-point scale on the Leadership Grid, with nine main styles Ans: A

3. The Ohio State model of leadership ______. a. Is concerned with how leaders behaved when they were leading a team or an organization and suggests there are two important underlying dimensions of leader behaviours – initiating structure and consideration b. Suggests that the two main activities of leaders involve a concern for results and a concern for people as a combination on a nine-point scale on the Leadership Grid, with five main styles c. Is focused on the effect of a leader’s behaviour or style on work performance, with two discrete types of leadership behaviours – production orientation and employee orientation, with the latter associated with higher performance d. Suggests that the two main activities of leaders involve a concern for results and a concern for Customers as a combination on a five-point scale on the Leadership Grid, with nine main styles Ans: A

4. The Blake and Mouton model of leadership ______. a. Suggests that the two main activities of leaders involve a concern for results and a concern for people as a combination on a nine-point scale on the Leadership Grid, with five main styles b. Suggests that the two main activities of leaders involve a concern for results and a concern for People as a combination on a nine-point scale on the Leadership Grid, where 9 shows low concern for people and 1 is high

c. Is concerned with how leaders behaved when they were leading a team or an organization and suggests there are 2 important underlying dimensions of leader behaviours – initiating structure and consideration d. Is focused on the effect of a leader’s behaviour or style on work performance, with two discrete types of leadership behaviours – production orientation and employee orientation, with the latter associated with higher performance Ans: A

5. Matt is a lecturer who is explaining a theory by Fiedler to his class. The theory states that a leader’s situation has three dimensions: task structure, position power, and leader-member relations, based on which the state is either favourable or unfavourable for the leader. Which theory is he referring to? a. Path-Goal Theory b. Least Preferred Co-Worker Theory c. Great Man Theory d. Trait theory Ans: B

Chapter 6: Charismatic and transformational leadership 1. Charismatic leadership is best described as ______. a. A style that can be used when there is stability and followers can clearly identify with the leader b. A positive way for leaders to engage followers through their natural or learned charismatic qualities c. A leader-centric perspective, when leaders communicate, they can reassure, inspire and alter followers’ perceptions of change d. Something you are just born with Ans: C

2. Transformational leadership is ______.

a. A close cousin of transactional leadership b. An exchange relationship in which leader and follower are engaged in some kind of agreement c. A psychological contract d. Not an exchange process but appeals to followers’ sense of values beyond their own selfinterest for the good of the organization Ans: D

3. Which of the statements below is most accurate? a. Transactional leadership provides the basis for effective leadership, but extraordinary performance and loyalty are possible if augmented by transformative leadership. b. Contingent reward is the only way to inspire followers. c. Transactional leadership is no basis for effective leadership, but extraordinary performance and loyalty are possible through transformative leadership. d. A social contract binds leaders to do what they promised followers.

Ans: A

4. In what way does the charismatic nature of transformative leadership present risks for organizations? a. Leaders may take risks, unchallenged given their locus of power and obtain commitment from employees in an insecure position b. The leader has no economic power, only charisma. c. Followers do not expect to follow based on rational-legal authority. d. Learning is always a positive and transformative leadership does not pose a risk.

Ans: A

5. Which of the below statements critiquing charismatic and transformational leadership literature is the most correct? a. Charismatic-transformational leadership theories downplay the importance of power. b. Charisma may be present in the act of obedience but it does not account for the whole act of obedience.

c. Transformational leadership theory has failed to take differences in national cultures into account d. All of the above.

Ans: D

Chapter 7: Relational and distributed theories of leadership 1. Which statement below is the best description of follower-centric approaches to understanding leader-follower relations and the leadership process? a. Follower-centric approaches rebut the opinion that followers’ self-concept directly influences the leader-follower relationship and effectiveness, as there is no interdependent relationship. b. Follower-centric approaches cultivate the opinion that followers’ self-concept directly influences the leader-follower relationship and effectiveness, as there is an interdependent relationship. c. Follower-centric approaches explore traits and behaviours of leaders. d. Follower-centric approaches look at the traits and behaviours of followers only.

Ans: B

2. Which statement below best describes the positivist way of conceptualizing an organization? a. Rules and procedures are not rigorously imposed; a social order is internalized, challenged and created to some extent by employees through engagement. b. Employees entering an organization learn and apply the rules and follow standard procedures. The organization is a social order that confronts individuals as an external reality beyond their influence and control. c. Rules and procedures are rigorously imposed, and a social order is internalized, challenged and created to some extent by employees through engagement. d. Employees entering an organization are unable to learn and apply the rules and follow standard procedures. The organization is no longer a social order that confronts individuals as an external reality beyond their influence and control.

Ans: B

3. The dyadic relationship dynamics of leader and follower influence the leadership process because: a. Leaders should always treat each of their followers in the same, consistent way, in a homogeneous group. b. Leader-member exchange (LMX) theory focuses on the quality of the dyadic relationship between a leader and an individual. It argues that, because followers are all the same, leaders should establish a special relationship with each of their followers, and treat them as a homogeneous group. c. Leader-member exchange (LMX) theory focuses on the quality of the dyadic relationship between a leader and an individual. It argues that, because followers are uniquely different, leaders should establish a special relationship with each of their followers, rather than treating followers as a homogeneous group. d. Leader-member exchange (LMX) theory is a branch of situational leadership theory which posits that each person should be treated as the leader would like to be treated.

Ans: C

4. Distributed leadership is: a. Not successful because people inevitably need direction and structure, or else chaos ensues, or people underperform through laziness. b. A model where managers tell subordinates the goals of the leader. c. The notion that managers can actually have more power if they devolve some power to a unit or team leader or, indeed, other employees not formally designated as leaders in the organization. d. The notion that managers can never have more power if they devolve some power to a unit or team leader or, indeed, to other employees not formally designated as leaders in the organization.

Ans: C

5. Turning to the limits of distributed and shared leadership theories, there are several issues to consider, one of which is: a. There is debate among critical workplace scholars regarding the tendency of leadership researchers not to give sufficient consideration to economic (i.e., profit or cost-reduction targets) imperatives and asymmetrical power relations. b. Too much emphasis is given to economic imperative. c. Asymmetrical power relations are over-emphasized. d. The debate among critical workplace scholars regarding the tendency of leadership researchers not to give sufficient consideration to economic (i.e., profit or cost-reduction targets) imperatives and asymmetrical power relations has been rebutted by new theory.

Ans: A

Chapter 8: Followership 1. Followers can best be described as ______. a. Passive, resistant and important in the leadership process b. Proactive, passive and important in the leadership process c. Passive, compliant, featureless, inconsequential d. Proactive, resistant and important in the leadership process Ans: D

2. Follower-centric approaches are advantageous because ______. a. A holistic perspective can sharpen the analysis of leader and follower roles, raising new questions and challenging assumptions b. Followers are passive sheep and knowing this helps with control mechanisms c. A holistic perspective can blur leader and follower roles, confirming assumptions d. They can cement the current leadership theory Ans: A

3. Choose the best statement below. When studying the relationship between follower and leader, ______.

a. The burden of inspiring followers to follow is solely on the leader b. The responsibility for following is solely on the follower c. Follower’s identities can provide a useful starting point for explaining the cause of a lowquality relationship between leader and follower d. All personality types respond to all leadership types as The Big Five and Dark Triad Framework remind us that personality traits don’t matter Ans: C

4. Jamie is a manager who is trying to motivate a member of her team. She sits down with the employee to mutually agree some specific goals for the year ahead. The goals will be revisited in December with feedback on progress provided. This is consistent with ______. a. Limiting follower choices b. Equity theory c. Expectancy theory d. Motivation theories Ans: D

5. Which of the below statements critiquing followership literature is the most correct? a. Dominant theories of followership are largely driven by an employer’s agenda which helps to ‘naturalize’ and legitimize capitalist exploitative relations. b. Followership literature tends to downplay or ignore the primacy of finance over productive and labour market interests resulting in fewer leaders who want or indeed need to have a collaborative relationship with their followers, or supply chain networks. c. Followership dynamics are better understood as being shaped not by a single attribute, be it gender, race, class, sexuality, or disability but encompasses multiple stable identities which intersect to influence and shape human agency within a web of interlocking power relations. d. All of the above.

Ans: D

Chapter 9: Ethics and leadership 1. Ethical leadership has two clear schools of thought, which are ______. a. The philosophical one where leaders ‘have’ ethics and the behaviourist/transactional view where conditions for success must be provided by leaders and ethics are ‘managed’ b. The transactional one where leaders ‘have’ ethics and the philosophical view where conditions for success must be provided by leaders and ethics are ‘managed’ c. Ethics are only for those who get caught and ethics are intrinsic to good business d. Ethical leaders must be transactional leaders by definition Ans: B

2. Bill has been CEO of the global Chocolate Bear company for 15 years and it has just emerged that one of their branch employees who Bill has never met before has been embezzling funds to support his gambling habit. The ethos of the company is to provide treats for children and support local family charities and initiatives. The company has previously had a squeaky-clean image. Which of the following statements is the most accurate? a. Bill will be personally held responsible for this as he is CEO. b. In reality, the governing board is rarely held responsible for illegal behaviour, but the company may suffer bad publicity. c. There is clearly a breach of reporting systems or oversight functions in the company and superiors should have seen a red flag and will therefore be arrested. d. It has got nothing to do with Bill; he does not know the perpetrator, although he works closely with his superiors.

Ans: B

3. Ethical behaviour in work organizations can be assessed according to five criteria which are ______. a. Animals, forests, staff, oceans and plastic use b. Animals, environment, people, politics and suitability c. Processes, tools, people, employees and stakeholders

d. Animals, environment, people, politics and sustainability Ans: D

4. Whistleblowing is a response by an organizational member to ______? a. Tell rumours and gossip about others. b. Protect people who have engaged in unethical behaviour. c. Disclose what they view as wrongdoing. d. None of the above.

Ans: A

5. In the future, the role of ethics will ______. a. Disappear into irrelevance as young people forget the scandals that have gone before b. Will be increasingly relevant as ethical leadership is important for Generation Z and Millennials as employees and consumers c. Have no place because the pressure to cut costs will remain and the fad will pass d. Will be increasingly irrelevant as ethical leadership is not important for millennials as employees and consumers Ans: B

Chapter 10: HRM and leadership 1. HRM may be best described as ______. a. A strategic approach to managing employment relations which emphasises that leveraging people’s capabilities and commitment is critical to sustainable competitive advantage b. A micro-management of all aspects of an organization c. The lack of connectedness between leaders and followers, so a third party is needed d. An approach to managing leaders which emphasises that leveraging people’s capabilities and commitment is critical to sustainable competitive advantage.

Ans: A

2. Isobel is working with the management team on the strategy meeting for the year ahead.

Given the organization’s objectives, she is assessing people skills required to create new teams for the new initiatives. She is identifying skill sets already in the company and highlighting gaps to create new job specifications. This can be described as ______. a. Performance Appraisal b. Recruitment and Selection c. Workforce Planning d. Training and Development Ans: C

3. Which statement below concerns the Michigan model of HRM? a. It is an amalgam of description, prescription and logical deduction. b. It comprises six components – situational factors, stakeholder interests, HRM policy choices, HR outcomes, long-term consequences, feedback loop. c. Workers are a resource and internal HR policies must be matched to external business strategy. d. It consists of four core HR activities – selection, appraisal, training and redundancy.

Ans: C 4. HRM contributes to an individual’s and organization’s performance according to which statement below? a. Researchers express doubts about the claims for an HR-performance connection. b. Researchers express no doubts about the claims for an HR-performance connection. c. There has been a positive link established, with clear causality. d. A clearly negative link has been established.

Ans: A

5. HRM can be viewed as ______. a. Only positive, for employee and employer b. Giving rise to short-term transactional and precarious employment arrangements c. Moving towards long-term relational employment contracts

d. Entirely consistent with the goal of follower commitment and relational leadership values Ans: B

Chapter 11: Leadership development 1. Leadership development can be defined as ______. a. A planned and deliberate process to help leaders become more effective b. A process of learning based on formal chances to enable people to perform as leaders c. There are no definitions d. An unplanned and accidental process to help leaders become more effective Ans: A

2. Leadership development depends on leaders learning, which they can do by ______. a. Embracing their own attitudes, patterns of thinking and emotional competencies b. Avoiding too much reflection on their day as this will lead them to self-doubt c. Experiential learning, with a cycle of activities of experiential learning, which includes attention to the importance of reflection. d. Experiential learning, with a cycle of activities of experiential learning, which pays little attention to the reflection Ans: C

3. Niall works as a manager in a UK company and his superiors feel that he may be lacking some leadership skills that could take him to the next stage. They have a personal development plan for him, which involves further training by the Chartered Management Institute, to try and fill those gaps. If he does not complete the training, he may no longer remain in the leadership pipeline. Which statement below best describes the approach which may have been used to assess Niall for development as a leader? a. A competency-based framework for assessment and development of capabilities which are required for Niall to fulfil his role. b. A survey of his subordinates to identify where he is lacking as a leader, with no other inputs c. A skills network association to identify which skills are required for Niall to fulfil his role.

d. A report by his seniors on what they find annoying about Niall’s management style Ans: A

4. Other ways in which leadership can be developed are ______. a. Coaching and mentoring, action learning b. 260-degree feedback reporting c. Coaching and monitoring of learning action points d. Practising giving orders Ans: A 5. Members of an action learning set may all be members of a single work team – in which case the action learning becomes an example of ______ learning – or they may be drawn from different parts of an organization, and thus help to develop ______ leadership in that context. a. practical; effective b. collective; collaborative c. team; distributed d. none of the above Ans: C

Chapter 12: Gender and diversity in leadership 1. There is a plethora of definitions of diversity. Which statement below is the most appropriate? a. Diversity refers to the inclusion of people by race and gender. b. Diversity includes everyone by race, gender, age, personal and corporate background, education and sexual preference. c. Diversity refers to the extent to which people who are different are left out of society and the workplace. d. Workplace policies, practices and culture which make sure everyone is included regardless of race or gender.

Ans: B

2. Inclusion as a business strategy may contribute to which of the following organizational outcomes? a. Profitability b. Creativity c. Innovation d. All of the above Ans: D

3. Isobel has been promoted to CEO of Autocar & Sons, a failing car manufacturer. She had previously had difficulty securing promotions on a timescale equivalent to her male counterparts when the company was doing very well, and although she is in a senior position, it took her a long time to get there. Post financial crisis, the company has been in a downward trend and needs major change to turn its fortunes. Isobel was handpicked and asked to take over as CEO. She feels that she must take this opportunity now, because she may never get the chance again. What phenomenon may this be an example of? a. The Frozen Princess syndrome b. The glass ceiling c. The glass cliff d. The hamster wheel Ans: C

4. To improve gender equality the following measures can be taken: a. Work-life balance policies for women only as this is the key factor holding women back. b. Time will fix the issue; there is no merit in interfering. c. Transparency and trust in promotion and pay processes and feedback and strategic support through proactive networks of leaders, mentors and peers to champion them in the workplace. d. Actively discourage men from applying for leadership positions, so that women have a better chance at succeeding.

Ans: C

5. Quotas and targets for female participation in leadership positions are ______. a. Uncontested and hugely successful b. Really effective at making sure the best talent is hired for the job c. Welcomed by men and women alike d. Mandatory quotas may be successful in increasing female participation in decision-making, but it is not always successful and there may be a sense that someone is in the role for their gender, not their ability, further undermining females’ sense of belonging and perceived contribution.

Ans: D

Chapter 13: Team leadership 1. What is a workgroup? a. A group of people forming one side in a competitive game or sport. b. Two or more people who are in face-to-face or virtual interaction, each aware of their membership in the group, and striving to accomplish assigned goals or task(s). c. Three or four people who perform interdependent tasks to work towards accomplishing a common mission or goal. d. A group of people working together in a coordinated effort to achieve a goal.

Ans: B

2. The complexity of the project can determine the size of the ______. a. Pay package b. Organizational structure c. Team d. Challenge Ans: C

3. Team reflexivity is a key team dynamic because it influences team behaviours and leadership. It is defined as: a. The extent to which team members openly provide feedback and criticisms on job-related tasks and behaviours. b. The process of team members examining their own feelings, reactions and motives to understand how this influences outcomes. c. Social conflict d. The extent to which team members openly reflect on and discuss and communicate the team’s objectives, strategies for decision-making, and related processes.

Ans: D

4. Simon is a team leader and his approach to effectively managing people includes encouraging leadership roles to shift and meld within and between team members over the lifetime of a specific project or task. How would you best describe his leadership style? a. Managerialist leadership b. Bottom-up leadership c. Shared leadership d. Feminist leadership Ans: C 5. Which statement below is most consistent with Morgan’s (2006) ‘psychic prison’? a. The feeling of moral obligation to increase levels of effort on the job. b. The use of technology to monitor individual and team performance. c. A feeling of disempowerment and isolation. d. The sense that peer pressure and self-surveillance are the norm.

Ans: D

Chapter 14: Artificial intelligence and leadership 1. Organizational sociologists use the term ‘technology’ to refer to: a. Machinery and equipment developed from the application of scientific thought and knowledge.

b. A branch of scientific knowledge dealing with engineering or applied sciences. c. A physical device (for example, a smartphone), a human skill (for example, pottery), a social arrangement (for example, teams) or some combination (or all) of these. d. The accumulated knowledge and application of skills, methods and processes used in industrial production and scientific research.

Ans: C

2. What is artificial intelligence? a. The simulation of human intelligence processes by computer systems. b. A system of ‘shared’ values and beliefs, co-produced by people and machines. c. A process of improving thinking processes using computer systems. d. A branch of computer science that focuses on replicating human intelligence in machines.

Ans: A

3. Technology determinism is the view that ______? a. Technology is a key factor influencing leadership processes. b. Technology is the most important resource in the 21st century. c. Technology is the prime determinant of change in organizations or even society itself. d. Technology influences leadership outcomes.

Ans: C

4. It has been suggested that the use of AI-based applications can weaken the psychological contract, whether it is transactional or relational in nature. This may stem, at least in part, from: a. Fears about job security. b. The threat to the notion of ‘decent work’. c. Fears of increased management supervision and control. d. All of the above.

Ans: D

5. Which statement below is most consistent with surveillance capitalism?

a. The dominant economic system of the 21st century. b. A new economic system in which personal data has become commodified in the pursuit of corporate profit-making. c. It is really successful in UK companies. d. A Marxist doctrine that proposes that capitalism requires high levels of surveillance of workers to extract surplus value.

Ans: B

Chapter 15: Leading pro-environmental change 1. Workplaces and environmental sustainability are ______. a. Totally independent of one another; my employer has got nothing to do with climate change b. Interlinked because activities can impact the environment and workplaces can encourage energy efficiency, waste reduction and recycling, water conservation and so on. c. There is no relation because climate change does not exist d. Linked only in so far as it is good PR for a company to be seen to be doing something good Ans: B 2. Leaders’ role in influencing environmental sustainability is ______. a. Really weak; people will not follow through on promises when the leader’s back is turned or they are replaced b. Crucial; to create a shared vision and motivate others to create sustainable organizations in an equitable manner c. Unimportant; to create a shared vision around business objectives and shareholder value is really what leadership does d. Crucial; to create a story and cajole others to create safe organizations in a safe environment Ans: B

3. One of the main change strategies is ______. a. The Lewis process model of strategic change, which involves freezing out bad practice b. Leadership strategies that are demotivating as they focus on symbols

c. Initiating new HRM practices to change work behaviours d. Abandoning any reference to artefacts, language, rituals and ceremonies Ans: C

4. Training and workplace learning are linked to change management strategies. Which is the most accurate statement below? a. Consensus is growing among academics that the issues of sustainability, organizational change and training and learning are unrelated. b. Raising employee environmental awareness has no relationship to the level of adoption and success of environmental initiatives. c. Pro-environmental behaviours start in the home, not at work. d. Training gives employees the tools to conduct themselves in an environmentally aware manner, foster innovation, make environmentally responsible decisions.

Ans: D

5. Employee voice ______. a. Is a myth and employers only pay lip service to the needs of employees b. Is irrelevant to creating a sustainable workplace and improving environmental management c. Can be achieved through mechanisms such as ‘green teams’ and ‘eco champions and are central to creating a sustainable workplace d. Is when employees explain that they cannot play a role in reducing carbon emissions Ans: C

Chapter 16: Leadership in public sector organizations 1. The particular challenges of leadership in complex public sector organizations include which of the following statements? a. The system is just too complicated. b. Public money is spent and the media are always watching and reporting. c. Multiple professional hierarchies and groupings, multiple principals, and multiple audit regimes.

d. There are multiple professional hierarchies and groupings, multiple principals, multiple audit regimes, goal complexity, and co-production services.

Ans: D

2. There has been increasing interest in strengthening public leadership because ______. a. There has been a shift to ‘new public management’ delivering value for tax-payers in a neoliberal system b. There are stable, self-policed bureaucracies c. There have been no radical reforms for a long time d. There has been a move away from ‘new public management’ delivering value for tax-payers in a neoliberal system Ans: A

3. Tom works in an NHS department as a senior manager. He is a New Labour supporter and he firmly believes in the value of supporting and investing in leaders who can inspire others to follow and drive real change and innovation. He does not believe in the standard, traditional hierarchies of the public service. How can his approach be best described? a. Transformational approach to leadership b. Transactional approach to leadership c. Great Man theory d. Entrepreneurial spirit Ans: A

4. When assessing the success of transformational leadership practices in public services, one must account for ______. a. Transactional leadership that can lead to disillusionment b. The unmitigated success of transformational leaders across the board c. CEOs may leave companies to work in the public sector and damage private industry d. The risk of ‘targets and terror’ pressure of new performance regimes Ans: D

5. More recently leadership has shifted towards ______. a. Non-distributed models b. Post-heroic collaborative teamwork and sharing of responsibility c. Hero leaders to solve wicked problems d. A rejection of coalitions Ans: B

Chapter 17: Leading post-industrial urban and regional innovation 1. Regional innovation systems are ______. a. Systems such as knowledge economies or sub-national economies that construct their own competitiveness by boosting the systems of knowledge creation and exploitation. b. Set up by Donald Trump and far-right leaders across the globe c. Schools and universities that compete globally d. Systems that reject diversification of their economies into technological and other innovations Ans: A

2. Regional innovation systems are not spatially bounded, which means ______. a. Innovation processes occur only at a local level b. Leaders are constrained by their locality and must operate in their own region exclusively c. Innovation processes are multi-locational, and leaders must establish extra-regional linkages to complement localized learning and networks d. Innovation must be prevented from leaking out to other regions Ans: C

3. Select the most appropriate statement below in relation to place-based leadership. a. Leadership does not usually have an emotional attachment to the organization b. A non-distributed system of leadership c. The concern of public agencies or elected local/regional government alone

d. A specific form of agency referring to actions or interventions to influence a wide spectrum of actors across many institutional and organizational boundaries Ans: D

4. Place leaders often influence key actors indirectly by ______. a. Aiming to create novel context for collective action and to multiply the opportunities and alternatives for other actors b. Directly controlling proceedings c. Gaining as much as possible for themselves at the expense of others d. Aiming to challenge the preferences of other actors Ans: A

5. In regional innovation systems, leader-follower relationships are indirect and often contested because ______. a. Entrepreneurs and financial leaders want to exercise all the power to benefit themselves b. Influential individuals, industry representatives, public administration officers, financial leaders, and elected representatives all report directly to the place leader c. There is a system with place leaders, knowledge producers and decision makers across industries and institutions who must collectively act over time d. All decision makers have as their main role, the objective of regional innovation Ans: C