Strategic Leadership Creating A Learning Organization And An Ethical Organization

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Strategic Management Creating Competitive Advantages
Analyzing the External Environment of the Firm Creating Competitive Advantages
Assessing the Internal Environment of the Firm
Recognizing a Firm's Intellectual Assets Moving beyond a Firm's Tangible Resources
Business-Level Strategy Creating and Sustaining Competitive Advantages
Corporate-Level Strategy Creating Value through Diversification
International Strategy Creating Value in Global Markets
Entrepreneurial Strategy and Competitive Dynamics
Strategic Control and Corporate Governance
Creating Effective Organizational Designs
Strategic Leadership Creating a Learning Organization and an Ethical Organization
Managing Innovation and Fostering Corporate Entrepreneurship

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Question 1

Free

True/False

Three key interdependent strategic leadership activities are: designing the organization, determining its direction, and nurturing a culture dedicated to excellence and ethical behavior.

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Question 2

Free

True/False

Setting a direction is the leadership activity that involves developing a strategic vision of what the organization could become.

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Question 3

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True/False

The tendency of many individuals to invest further in decisions providing positive performance feedback is referred to as escalation.

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Question 4

Free

True/False

Behavioral barriers to change occur because of conflicts between departments, conflicts arising from power relationships, and refusal to share information.

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Question 5

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Leaders must draw on a range of personal skills as well as organizational mechanisms to move their organizations forward in the face of barriers to change.

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Question 6

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People with strong self-awareness are overly critical and unrealistically optimistic and are well suited to run organizations because they will make good judgment calls.

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Question 7

True/False

A key function of the leaders in a learning organization is to generate an organization-wide commitment to the status quo.

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Question 8

True/False

Inspiring and motivating people with a mission or purpose is a necessary and sufficient condition for developing a learning organization.

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Question 9

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Internal benchmarking is discouraged in most organizations because it creates competition and internal rivalries that are counterproductive.

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Question 10

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Leaders who fail to institute proper systems and controls that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.

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Question 11

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Ethical crises are bad for organization reputation, but they rarely have any financial consequences.

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Question 12

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Research supports that there are many potential benefits of an ethical organization, including that there is a strong and consistent relationship between ethical performance and measures of financial performance.

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Question 13

True/False

A compliance-based approach to ethics management combines a concern for law with an emphasis on managerial responsibility for ethical behavior.

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Question 14

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There can be a high-integrity organization without high-integrity individuals.

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Question 15

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In integrity-based ethics programs, organizational ethics is seen as the responsibility of the employees.

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Question 16

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If leaders do not believe in the ethical standards that they are trying to inspire, they will not be effective as good role models.

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Question 17

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Codes of conduct help employees from diverse backgrounds to work more effectively across cultural backgrounds.

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Question 18

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Inappropriate reward systems may cause individuals to commit unethical acts.

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Question 19

Multiple Choice

Which of the following is an important characteristic of a leader?

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strives to maintain the status quo

goal-oriented

reactive

focused on past performance

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Question 20

Multiple Choice

Which of the following statements about leadership is false?

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Leadership is focused on the creation and implementation of a creative vision.

Leadership is the process of transforming organizations from what they are to what the leader would have them become.

Leaders work to build a status quo and seek control mechanisms to maintain it.

Effective implementation of strategy is essential for successful leadership.

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