Strategic Leadership: Creating A Learning Organization And An Ethical Organization

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Question 1

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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

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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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Designing the organization is the leadership activity that involves building structures,teams,systems,and processes that facilitate the implementation of leader vision.

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Question 4

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Leaders play an important role in sustaining organization culture,but they are powerless to change it.

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Question 5

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Leaders are not expected to accept personal responsibility for ethical behavior in an organization,because ethics is a matter of individual choice.

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Question 6

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Visionary leadership is only the domain of the CEO,as suggested by the example of Joe Ling at 3M who developed the Pollution Prevention Pays (3P)program.

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Question 7

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The tendency of many individuals to throw good money at bad decisions despite negative performance feedback is referred to as escalation.

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Question 8

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Systemic barriers to change refer to elements of organization design,structure,and reporting relationships that impede the flow of information.

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Question 9

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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 10

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According to the Gresham law of planning,operational decisions do not drive out the time necessary for strategic thinking and reflection.

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Question 11

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Political barriers to change can be overcome by promoting collaboration throughout the organization,as seen in the case study on Natura Cosmeticos of Brazil in which CEO Carlucci implemented a comprehensive engagement process across the organization.

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Question 12

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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 13

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The two broad bases of leader power are organizational and hierarchical.

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Question 14

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Referent power refers to manager identification with his or her employees.

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Question 15

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Coercive power is the power exercised by use of fear of punishment for errors of either omission or commission by employees.

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Question 16

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When Peter Loscher took over as CEO at Siemens in 2007,he lacked internal connections.He used formal bases of power to bring about organizational change and increase a customer orientation.

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Question 17

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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 18

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Self-regulated people are unable to create an environment of trust and fairness,where political behavior and infighting are sharply reduced and productivity tends to be high.

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Question 19

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Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building support.This means that they are less likely to be effective in leading change or in having expertise in building and leading teams.

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Question 20

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Organizational learning works best when an organization leader gathers information and teaches it to employees who are like their students.

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