Strategic Leadership
Question Bank
Course Introduction
Strategic Leadership explores the theories, practices, and skills essential for leading organizations toward long-term success in dynamic environments. The course examines how leaders formulate, implement, and adapt strategies to achieve organizational goals, navigate complex challenges, and foster innovation. Topics include vision development, decision-making, organizational change, ethical leadership, and the cultivation of high-performance cultures. Through case studies, interactive discussions, and practical applications, students learn to think critically and strategically, enhancing their ability to lead with purpose and resilience in todays competitive landscape.
Recommended Textbook
Strategic Management Creating Competitive Advantages 4th Edition by Gregory Dess
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12 Chapters
745 Verified Questions
745 Flashcards
Source URL: https://quizplus.com/study-set/3056
Page 2
Chapter 1: Strategic Management: Creating Competitive Advantages
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56 Verified Questions
56 Flashcards
Source URL: https://quizplus.com/quiz/60690
Sample Questions
Q1) Decisions by boards of directors are always consistent with shareholder interests.
A)True
B)False Answer: False
Q2) Intellectual capital is becoming increasingly important in today's economy.It is a concern of managers throughout organizations.
A)True
B)False Answer: True
Q3) Leadership is a necessary (but not sufficient)condition for organizational success.Leaders should emerge at which level(s)of an organization?
A) Only at the top
B) In the middle
C) Throughout the organization
D) Only during times of change
Answer: C
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Chapter 2: Analyzing the External Environment of the Firm
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70 Verified Questions
70 Flashcards
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Sample Questions
Q1) Environmental monitoring deals with tracking changes in environmental trends that are often uncovered during the environmental scanning process.
A)True
B)False
Answer: True
Q2) Competitor Intelligence gathering is no different from spying.
A)True
B)False
Answer: False
Q3) In the value-net analysis,complementors are
A) firms that produce substitute products.
B) customers who compliment the company for their good products and services.
C) firms that produce products or services that have a positive impact on the value of a firm's products or services.
D) firms that supply critical inputs to a company.
Answer: C
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Page 4
Chapter 3: Assessing the Internal Environment of the Firm
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67 Verified Questions
67 Flashcards
Source URL: https://quizplus.com/quiz/60685
Sample Questions
Q1) Tangible resources are assets that are relatively easy to identify such as financial and physical assets.
A)True
B)False
Answer: True
Q2) The "balanced scorecard" developed by Kaplan and Norton helps to integrate
A) financial analysis and a firm's reputation.
B) intangible resources and operational measures.
C) financial analysis and stakeholder perspectives.
D) short-term perspectives and strategic positioning.
Answer: C
Q3) The resource-based view (RBV)of the firm combines two perspectives
A) the primary and support activities of the firm.
B) the interrelationships among the primary activities of the firm and corporate management.
C) the internal analysis of the firm as well as the external analysis of the industry and competitive environment.
D) the industry and the competitive environment.
Answer: C
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Page 5
Chapter 4: Recognizing a Firms Intellectual Assets: Moving
Beyond a Firms Tangible Resources
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71 Verified Questions
71 Flashcards
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Sample Questions
Q1) ____________ includes creativity and problem solving ability.
A) Physical capital
B) Human capital
C) Social capital
D) Emotional capital
Q2) Describe the process of "hiring via personal networks".
Q3) Creation of new knowledge typically involves the continual interaction of explicit and tacit knowledge.
A)True
B)False
Q4) Human capital includes
A) an individual's capabilities, knowledge, and skills.
B) the relationships between people.
C) the output from assembly line employees.
D) an improved product.
Q5) In terms of retaining human capital,Magna's strategy is to
A) allocate 10% of pre-tax profits to employees
B) cultivate the creative potential of its workforce
C) distribute 6% of profits to senior managers
D) all of the choices are correct
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Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
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54 Verified Questions
54 Flashcards
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Sample Questions
Q1) If a firm has a successful differentiation strategy,it is not necessary to attain parity on cost.
A)True
B)False
Q2) Research has consistently shown that firms that achieve both cost and differentiation advantages tend to perform
A) at about the same level as firms that achieve either cost or differentiation advantages.
B) about the same as firms that are "stuck-in-the-middle."
C) lower than firms that achieve differentiation advantages but higher than firms that achieve cost advantages.
D) higher than firms that achieve either a cost or a differentiation advantage.
Q3) Mass customization enables manufacturers to be more responsive to customer demands for high quality products.
A)True
B)False
Q4) Discuss the risks associated with each of these forms of competitive advantage-cost leadership,differentiation,and focus.
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Chapter 6: Corporate-Level Strategy: Creating Value Through Diversification
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) Discuss how the potential benefits of diversification may be adversely affected by conflicts between managers' interests and shareholders' interests.
Q2) Sharing activities across business units can provide two primary benefits: cost savings and revenue enhancements.
A)True
B)False
Q3) For strategic alliances to be effective,reliance on written contracts to delimit responsibilities and enforce compliance is vital.
A)True
B)False
Q4) According to the text,Canfor Corporation of Vancouver is a good example from the forest industry of having followed a successful strategy,to expand across markets,of A) capital restructuring and technology restructuring.
B) asset restructuring.
C) horizontal integration.
D) vertical integration.
Q5) What are the primary benefits associated with unrelated diversification?
Page 8
Q6) Briefly explain the advantages of vertical integration.
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Chapter 7: International Strategy: Creating Value in Global Markets
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64 Verified Questions
64 Flashcards
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Sample Questions
Q1) With regard to "factor conditions," the pool of resources that a firm (or nation)has is much more important than the speed and efficiency with which these resources are deployed.
A)True
B)False
Q2) Explain Michael Porter's "diamond of national advantage."
Q3) A domestic corporation considering expanding into international markets for the first time will typically
A) start off by implementing a wholly owned foreign subsidiary so it can maintain standards identical to those at home.
B) consider licensing or franchising its operations.
C) consider implementing a low risk/low control strategy such as exporting.
D) form a joint venture with a reputable foreign producer.
Q4) The text mentions Canadian firms Lingo Media and Hydrogenics as having directed all their efforts to overseas markets with
A) transfer prices.
B) dividends.
C) little local presence at home in Canada.
D) intra-corporate inflows.
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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59 Verified Questions
59 Flashcards
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Sample Questions
Q1) The turnaround strategy used by Stephen M.Bennett at Intuit could be described as
A) streamlining operations.
B) selective product and market pruning.
C) piecemeal productivity improvements.
D) asset and cost surgery.
Q2) Building a recognizable brand,gaining customer loyalty,and setting the standards for the industry are all potential benefits of being
A) the first mover in the market.
B) a follower in the market.
C) a late mover able to overcome barriers to entry.
D) a late mover in a market.
Q3) One of the most common reasons that a cycle of competitive actions and reactions get started is
A) electronic data interchange.
B) globalization.
C) economic recession.
D) the emergence of new entrants.
Q4) How do industries change and move through the various stages of their life cycle?
Page 10
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Chapter 9: Strategic Control and Corporate Governance
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Functional structures are usually found in organizations where there is A) high volume production.
B) unrelated product lines or service offerings.
C) very little vertical integration.
D) a strong need to decentralize decision making.
Q2) The phrase that best defines a virtual organization is
A) a dot.com company.
B) a type of modular structure.
C) an organization that uses information technology to integrate different functions.
D) a continually evolving network of independent companies.
Q3) A major disadvantage of adopting a divisional structure is the tendency for managers to focus on short-term objectives.
A)True
B)False
Q4) There is no link between a firm's strategy and its structure.
A)True
B)False
Q5) How do organizational structures change as organizations grow and mature? What are the dominant patterns of growth?
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Chapter 10: Creating Effective Organizational Designs
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58 Verified Questions
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Sample Questions
Q1) Continuous monitoring enhances an organization's ability to respond with speed and flexibility.
A)True
B)False
Q2) "Contemporary" strategic controls involve comparing actual performance to predetermined goals.
A)True
B)False
Q3) Why is it important to have a balance among the three behavioural controls?
Q4) Public companies are required by law to disclose information regarding executive compensation packages.
A)True
B)False
Q5) Discuss the benefits of using reward and incentive systems as a means of strategic control.
Q6) Effective short-term objectives have all of the following priorities except A) an emphasis on "do your best" goals.
B) being achievable yet challenging.
C) providing a specific time horizon for their attainment.
D) being specific and measurable.
Page 12
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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64 Verified Questions
64 Flashcards
Source URL: https://quizplus.com/quiz/60688
Sample Questions
Q1) Vancouver City Savings and Credit Union is Canada's largest credit union.
A)True
B)False
Q2) The bottom-up perspective of empowerment
A) clarifies the organization's values and mission.
B) builds teams to encourage cooperative behaviour.
C) communicates specific plans.
D) encourages employees to ask permission rather than forgiveness.
Q3) Inspiring and motivating people with a mission or purpose is a necessary and sufficient condition for developing a learning organization.
A)True
B)False
Q4) Identify the five components of emotional intelligence (EI).Discuss how each of these factors contributes to the success of a leader or manager.
Q5) Designing the organization is the leadership activity that involves building structures,teams,systems,and processes that facilitate the implementation of a leader's vision.
A)True
B)False
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Chapter 12: Managing Innovation and Fostering Corporate
Entrepreneurship
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) The vast majority of new firms are low-budget start-ups financed through A) an initial public offering (IPO)
B) bank financing
C) venture capital
D) personal savings and contributions of family and friends
Q2) WestJet was cited by the text as being able to develop a toehold in Western Canada through
A) proceeding slow and steady.
B) partnering with Air Canada.
C) using American pilots.
D) an aggressive market entry and competitiveness.
Q3) First movers in an industry often capture above-average profits,but usually find it difficult to maintain early market share gains.
A)True
B)False
Q4) As an industry matures,there are greater opportunities for change and so innovations tend to be more radical.
A)True
B)False
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