Chapter 13 - Leadership Across Cultures

Chapter 13
Leadership Across Cultures

True / False Questions

1. The process of influencing people to direct their efforts toward the achievement of some
particular goal is referred to as motivation.
True False

2. A Theory Y manager believes that people are basically lazy and that coercion and threats of
punishment must be used to get them to work.
True False

3. A Theory Y manager believes that under conditions of modern industrial life, the
intellectual potential of the average human being is only partially tapped.
True False

4. A Theory X manager believes that under the right conditions, people not only will work
hard but seek increased responsibility and challenge.
True False

5. A Theory Y manager believes that under proper conditions, the average human being learns
not only to accept but also to seek responsibility.
True False

6. Leader behavior can be translated into three commonly recognized styles: authoritarian,
paternalistic and participative.
True False

13-1
Chapter 13 - Leadership Across Cultures

7. Paternalistic leadership is the use of work-centered behavior that is designed to ensure task
accomplishment.
True False

8. Paternalistic leadership is common throughout Latin America.

True False

9. Paternalistic leadership uses work-centered behavior coupled with protective employee-

centered concern.
True False

10. Participative leadership is the use of both a work-centered and a people-centered

approach.
True False

11. British managers tend to use a highly autocratic approach to leadership.

True False

12. Japan is well known for its paternalistic approach to leadership.

True False

13. Theory Z leadership combines Japanese and U.S. assumptions and approaches to
leadership.
True False

14. The limiting of uncertainty and the focusing of action on a limited number of alternatives
is referred to as variety amplification.
True False

13-2
Chapter 13 - Leadership Across Cultures

15. Recent findings from a leadership study in India showed that participative leadership
might be more common and more effective in developing countries than has been reported
previously.
True False

16. Transformational leaders are visionary agents with a sense of mission who are capable of
motivating their followers to accept new goals and new ways of doing things.
True False

17. Bass discovered that there was far more universalism in leadership that had been believed
previously.
True False

18. A leader who monitors follower performance and takes corrective action when deviations
from standards occur is referred to as a contingent reward leader.
True False

19. According to the GLOBE study, humane-oriented leadership is independent and

individualistic.
True False

20. Responsible global leadership encompasses value-based leadership, ethical decision-

making and quality stakeholder relationships.
True False

13-3
Chapter 13 - Leadership Across Cultures
Multiple Choice Questions

21. The process of influencing people to direct their efforts toward the achievement of some
particular goal is referred to as:
A. Leadership
B. Management
C. Directing
D. Controlling

22. The leadership scholar that coined the terms "Theory X" and "Theory Y" management
was:
A. Robert Blake
B. William Ouchi
C. Sheila Puffer
D. Douglas McGregor

23. A _____ manager believes that people are basically lazy and that coercion and threats of
punishment must be used to get them to work.
A. Theory Z
B. Theory X
C. Theory A
D. Theory Y

24. According to this theory, a great deal of creative potential basically goes untapped and if
these abilities can be tapped, workers will provide much higher quantity and quality of
output.
A. Theory X
B. Theory Z
C. Theory Y
D. Theory A

13-4
Chapter 13 - Leadership Across Cultures

25. All of the following are assumptions that underlie Theory X management except:
A. By their very nature, people do not like to work and will avoid it whenever possible
B. Workers have little ambition, try to avoid responsibility and like to be directed
C. The primary need of employees is job security
D. The expenditure of physical and mental effort at work is as natural to people as resting

26. This manager believes that under the right conditions, people will not only work hard but
also seek increased responsibility and challenges.
A. Theory X
B. Theory Z
C. Theory Y
D. Theory A

27. All of the following are assumptions that underlie Theory Y management except:
A. The expenditure of physical and mental effort at work is as natural to people as resting or
playing
B. Commitment to objectives is determined by the rewards that are associated with their
achievement
C. Under proper conditions, the average human being learns not only to accept but to seek
responsibility
D. The primary need of employees is job security

28. U.S. managers believe that to motivate workers, it is necessary to satisfy their:
A. Higher-order needs
B. Safety needs
C. Lower-order needs
D. Physiological needs

29. Leader behaviors can be translated into three commonly recognized styles. These are:
A. Autocratic, suppressive and cooperative
B. Authoritarian, paternalistic and participative
C. Suppressive, paternalistic and team-oriented
D. Cooperative, team-oriented and participative

13-5
Chapter 13 - Leadership Across Cultures

30. The philosophical assumptions of both the Chinese and the Russian managers help dictate
the leadership approach that they use. The assumptions are most easily seen in the:
A. Managers' pay scale
B. Managers' behavior
C. Managers' qualifications
D. Managers' years of experience

31. The focus of attention of this leadership style usually is on work progress, work
procedures and roadblocks that are preventing goal attainment.
A. Participative
B. Authoritarian
C. Paternalistic
D. Laissez-faire

32. According to the text, which of the following is a recognized style of leader behaviors?
A. Suppressive
B. Autocratic
C. Participative
D. Team-oriented

33. This leadership is the use of work-centered behavior that is designed to ensure task
accomplishment.
A. Authoritarian
B. Suppressive
C. Paternalistic
D. Laissez-faire

34. Usually, this leadership behavior satisfies some employee needs and in turn subordinates
tend to exhibit loyalty and compliance.
A. Participative
B. Authoritarian
C. Paternalistic
D. Autocratic

13-6
Chapter 13 - Leadership Across Cultures

35. Which type of leadership is popular in many technologically advanced countries?

A. Paternalistic
B. Authoritarian
C. Autocratic
D. Participative

36. Authoritarian leadership has all of the following characteristics except:

A. It typically involves the use of one-way communication from manager to subordinate
B. The focus of attention usually is on work progress, work procedures and roadblocks that
prevent goal attainment
C. It is widely used by Theory Y managers
D. It is often effective in handling a crisis

37. This leadership style uses work-centered behavior coupled with a protective employee-
centered concern.
A. Participative
B. Paternalistic
C. Authoritarian
D. Autocratic

38. Identify the leadership style that is best summarized by the statement, "Work hard and the
company will take care of you".
A. Autocratic
B. Authoritarian
C. Participative
D. Paternalistic

39. These leaders expect everyone to work hard; in turn, the employees will be guaranteed
employment and given security benefits such as medical and retirement programs.
A. Participative
B. Paternalistic
C. Autocratic
D. Authoritarian

13-7
Chapter 13 - Leadership Across Cultures

40. Which of the following leadership styles uses both a work-centered and people-centered
approach?
A. Participative
B. Paternalistic
C. Autocratic
D. Authoritarian

41. _____ leaders typically encourage their people to play an active role in assuming control
of their work and authority commonly is highly decentralized.
A. Paternalistic
B. Autocratic
C. Authoritarian
D. Participative

42. British managers tend to use a highly _____ leadership approach.

A. Authoritarian
B. Participative
C. Paternalistic
D. Autocratic

43. French and German managers tend to use work-centered and _____ approach to
leadership.
A. Authoritarian
B. Autocratic
C. Paternalistic
D. Participative

44. As a general statement, most evidence indicates that European managers tend to use this
approach to leadership.
A. Paternalistic
B. Participative
C. Autocratic
D. Authoritarian

13-8
Chapter 13 - Leadership Across Cultures

45. All of the following are relevant to leadership examined in the now classic Haire, Ghiselli
and Porter study except:
A. Communication skills
B. Capacity for leadership and initiative
C. Sharing information and objectives
D. Participation

46. Japan is well-known for favoring this approach to leadership.

A. Paternalistic
B. Autocratic
C. Authoritarian
D. Suppressive

47. The leadership process used by Japanese managers places a strong emphasis on _____
goals.
A. Distinct
B. Indeterminate
C. Ambiguous
D. Specific

48. The creation of uncertainty and the analysis of many alternatives regarding future action is
referred to as:
A. Variety expansion
B. Variety subtraction
C. Variety amplification
D. Variety reduction

49. The limiting of uncertainty and the focusing of action on a limited number of alternatives
is referred to as:
A. Variety amplification
B. Variety reduction
C. Variety augmentation
D. Variety expansion

13-9
Chapter 13 - Leadership Across Cultures

50. William Ouchi's theory of leadership, which combines Japanese and U.S. assumptions and
approaches to leader behavior is referred to as:
A. Theory X
B. Theory Z
C. Participative leadership
D. Paternalistic leadership

51. Theory Z leadership is associated with the work of:

A. Robert Blake
B. William Ouchi
C. Sheila Puffer
D. Douglas McGregor

52. All of the following are accurate depictions of the Japanese approach to leadership
except:
A. Management's concern for its employees extends to the whole life, business and social, of
the worker
B. Decision-making is carried out via group decision-making techniques
C. Employment is often for life; layoffs are rare
D. Control mechanisms are very explicit; people know exactly what to control and how to do
it

53. All of the following are accurate depictions of the U.S. approach to leadership except:
A. Employment is usually short-term; layoffs are common
B. Responsibility is shared collectively
C. Evaluation and promotion is very fast; those not quickly promoted often seek employment
elsewhere
D. Decision-making is carried out by the individual manager

13-10
Chapter 13 - Leadership Across Cultures

54. Which of the following are accurate depictions of the leadership style adopted by the
managers of many Middle Eastern companies?
A. Highly authoritarian tone; rigid instructions
B. Less bureaucratic; more delegation of authority
C. Informal control mechanisms; routine checks on performance
D. Formal planning; decisions made at all levels of management

55. Which of the following leaders has explored how the individual ability of an executive
works to inspire and motivate his/her subordinates?
A. Formational
B. Charismatic
C. Transactional
D. Negotiable

56. These leaders are visionary agents with a sense of mission, who are capable of motivating
their followers to accept new goals and new ways of doing things.
A. Transactional
B. Negotiable
C. Transformational
D. Formational

57. These leaders are individuals who exchange rewards for effort and performance and work
on a "something for something" basis.
A. Variable
B. Functional
C. Transactional
D. Transformational

58. Bass found that the most effective leaders were _____ leaders.
A. Transformational
B. Transactional
C. Variable
D. Functional

13-11
Chapter 13 - Leadership Across Cultures

59. According to Bass, the most effective leaders were characterized by four interrelated
factors. These are:
A. Idealized influence, inspirational motivation, intellectual stimulation and individualized
consideration
B. Nurturing personality, creative mindset, willingness to give recognition and intellectual
stimulation
C. High self-esteem, outgoing personality, inspirational motivation and willingness to give
recognition
D. Internal locus of control, outgoing personality, individualized consideration and nurturing
personality

60. This individual monitors follower performance and takes corrective action when
deviations from standards occur.
A. Contingent reward leader
B. Active management-by-exception leader
C. Passive management-by-exception leader
D. Laissez-faire leader

61. Which of the following leaders clarifies what needs to be done and provides both psychic
and material rewards to those who comply with his/her directives?
A. Contingent reward leader
B. Active management-by-exception leader
C. Passive management-by-exception leader
D. Laissez-faire leader

62. Which of the following leaders takes action or intervenes in situations only when
standards are not met?
A. Passive management-by-exception leader
B. Laissez-faire leader
C. Contingent reward leader
D. Active management-by-exception leader

13-12
Chapter 13 - Leadership Across Cultures

63. This leader avoids intervening or accepting responsibility for follower actions.
A. Passive management-by-exception leader
B. Laissez-faire leader
C. Contingent reward leader
D. Active management-by-exception leader

64. "Transformational leaders are able to get their followers to question old paradigms and to
accept new views of the world regarding how things now need to be done". Which
characteristic factor of transformational leaders is being described?
A. Idealized influence
B. Inspirational motivation
C. Intellectual stimulation
D. Individualized consideration

65. According to Bass, the active management-by-exception leader:

A. Is a visionary agent with a sense of mission, who is capable of motivating their followers
to accept new goals and new ways of doing things
B. Clarifies what needs to be done and provides both psychic and material rewards to those
who comply with his or her directives
C. Is an individual who exchanges rewards for effort and performance and works on a
"something for something" basis with employees
D. Monitors follower performance and takes corrective action when deviations from standards
occur

66. Positive organizational scholarship:

A. Focuses on positive outcomes, processes and attributes of organizations and their members
B. Focuses avoiding, intervening or accepting responsibility for follower actions
C. Takes action or intervenes in situations only when standards are not met
D. Monitors follower performance and takes corrective action when deviations from standards
occur

13-13
Chapter 13 - Leadership Across Cultures

67. Positive organizational scholarship consists of the following subunits except:

A. Enablers
B. Motivations
C. Outcomes or effects
D. Followers

68. This is a dynamic view that factors in fundamental concerns, but ultimately emphasizes
positive human potential.
A. GLOBE
B. CR
C. POS
D. LF

69. Which of the following is not a quality needed to be a servant leader?

A. Listening
B. Empathy
C. Entrepreneurship
D. Conceptualization

70. Compared to non-entrepreneurs, entrepreneurs typically

A. Make linear changes to products and systems
B. Rely on an organization to guide their thinking
C. Require structure support
D. Are more creative and innovative

13-14
Chapter 13 - Leadership Across Cultures
Essay Questions

71. What is leadership? What areas warrant attention as a foundation for the study of
leadership in an international setting?

72. Discuss Theory X, Theory Y and Theory Z.

73. What are the different types of leadership styles?

74. Describe the difference between transformational and transactional leadership.

13-15
Chapter 13 - Leadership Across Cultures

75. Discuss the four other types of leaders discovered by Bass.

13-16
Chapter 13 - Leadership Across Cultures

Chapter 13 Leadership Across Cultures Answer Key

True / False Questions

1. (p. 456) The process of influencing people to direct their efforts toward the achievement of
some particular goal is referred to as motivation.
FALSE

Difficulty: Easy

2. (p. 458) A Theory Y manager believes that people are basically lazy and that coercion and
threats of punishment must be used to get them to work.
FALSE

Difficulty: Medium

3. (p. 458) A Theory Y manager believes that under conditions of modern industrial life, the
intellectual potential of the average human being is only partially tapped.
TRUE

Difficulty: Medium

4. (p. 458) A Theory X manager believes that under the right conditions, people not only will
work hard but seek increased responsibility and challenge.
FALSE

Difficulty: Easy

13-17
Chapter 13 - Leadership Across Cultures

5. (p. 458) A Theory Y manager believes that under proper conditions, the average human being
learns not only to accept but also to seek responsibility.
TRUE

Difficulty: Medium

6. (p. 461) Leader behavior can be translated into three commonly recognized styles:
authoritarian, paternalistic and participative.
TRUE

Difficulty: Medium

7. (p. 461) Paternalistic leadership is the use of work-centered behavior that is designed to ensure
task accomplishment.
FALSE

Difficulty: Easy

8. (p. 462) Paternalistic leadership is common throughout Latin America.

TRUE

Difficulty: Medium

9. (p. 462) Paternalistic leadership uses work-centered behavior coupled with protective
employee-centered concern.
TRUE

Difficulty: Easy

13-18
Chapter 13 - Leadership Across Cultures

10. (p. 462) Participative leadership is the use of both a work-centered and a people-centered
approach.
TRUE

Difficulty: Easy

11. (p. 465) British managers tend to use a highly autocratic approach to leadership.
FALSE

Difficulty: Hard

12. (p. 467) Japan is well known for its paternalistic approach to leadership.
TRUE

Difficulty: Medium

13. (p. 459) Theory Z leadership combines Japanese and U.S. assumptions and approaches to
leadership.
TRUE

Difficulty: Medium

14. (p. 469) The limiting of uncertainty and the focusing of action on a limited number of
alternatives is referred to as variety amplification.
FALSE

Difficulty: Easy

13-19
Chapter 13 - Leadership Across Cultures

15. (p. 472) Recent findings from a leadership study in India showed that participative leadership
might be more common and more effective in developing countries than has been reported
previously.
TRUE

Difficulty: Hard

16. (p. 473) Transformational leaders are visionary agents with a sense of mission who are
capable of motivating their followers to accept new goals and new ways of doing things.
TRUE

Difficulty: Easy

17. (p. 473) Bass discovered that there was far more universalism in leadership that had been
believed previously.
TRUE

Difficulty: Medium

18. (p. 474) A leader who monitors follower performance and takes corrective action when
deviations from standards occur is referred to as a contingent reward leader.
FALSE

Difficulty: Medium

19. (p. 479) According to the GLOBE study, humane-oriented leadership is independent and
individualistic.
FALSE

Difficulty: Easy

13-20
Chapter 13 - Leadership Across Cultures

20. (p. 485) Responsible global leadership encompasses value-based leadership, ethical decision-
making and quality stakeholder relationships.
TRUE

Difficulty: Easy

Multiple Choice Questions

21. (p. 456) The process of influencing people to direct their efforts toward the achievement of
some particular goal is referred to as:
A. Leadership
B. Management
C. Directing
D. Controlling

Difficulty: Easy

22. (p. 458) The leadership scholar that coined the terms "Theory X" and "Theory Y"
management was:
A. Robert Blake
B. William Ouchi
C. Sheila Puffer
D. Douglas McGregor

Difficulty: Medium

23. (p. 458) A _____ manager believes that people are basically lazy and that coercion and
threats of punishment must be used to get them to work.
A. Theory Z
B. Theory X
C. Theory A
D. Theory Y

Difficulty: Easy

13-21
Chapter 13 - Leadership Across Cultures

24. (p. 458) According to this theory, a great deal of creative potential basically goes untapped
and if these abilities can be tapped, workers will provide much higher quantity and quality of
output.
A. Theory X
B. Theory Z
C. Theory Y
D. Theory A

Difficulty: Medium

25. (p. 458) All of the following are assumptions that underlie Theory X management except:
A. By their very nature, people do not like to work and will avoid it whenever possible
B. Workers have little ambition, try to avoid responsibility and like to be directed
C. The primary need of employees is job security
D. The expenditure of physical and mental effort at work is as natural to people as resting

Difficulty: Medium

26. (p. 458) This manager believes that under the right conditions, people will not only work
hard but also seek increased responsibility and challenges.
A. Theory X
B. Theory Z
C. Theory Y
D. Theory A

Difficulty: Easy

13-22
Chapter 13 - Leadership Across Cultures

27. (p. 458-459) All of the following are assumptions that underlie Theory Y management except:
A. The expenditure of physical and mental effort at work is as natural to people as resting or
playing
B. Commitment to objectives is determined by the rewards that are associated with their
achievement
C. Under proper conditions, the average human being learns not only to accept but to seek
responsibility
D. The primary need of employees is job security

Difficulty: Medium

28. (p. 459) U.S. managers believe that to motivate workers, it is necessary to satisfy their:
A. Higher-order needs
B. Safety needs
C. Lower-order needs
D. Physiological needs

Difficulty: Hard

29. (p. 461) Leader behaviors can be translated into three commonly recognized styles. These
are:
A. Autocratic, suppressive and cooperative
B. Authoritarian, paternalistic and participative
C. Suppressive, paternalistic and team-oriented
D. Cooperative, team-oriented and participative

Difficulty: Medium

13-23
Chapter 13 - Leadership Across Cultures

30. (p. 459) The philosophical assumptions of both the Chinese and the Russian managers help
dictate the leadership approach that they use. The assumptions are most easily seen in the:
A. Managers' pay scale
B. Managers' behavior
C. Managers' qualifications
D. Managers' years of experience

Difficulty: Medium

31. (p. 461) The focus of attention of this leadership style usually is on work progress, work
procedures and roadblocks that are preventing goal attainment.
A. Participative
B. Authoritarian
C. Paternalistic
D. Laissez-faire

Difficulty: Medium

32. (p. 462) According to the text, which of the following is a recognized style of leader
behaviors?
A. Suppressive
B. Autocratic
C. Participative
D. Team-oriented

Difficulty: Easy

33. (p. 461) This leadership is the use of work-centered behavior that is designed to ensure task
accomplishment.
A. Authoritarian
B. Suppressive
C. Paternalistic
D. Laissez-faire

Difficulty: Easy

13-24
Chapter 13 - Leadership Across Cultures

34. (p. 462) Usually, this leadership behavior satisfies some employee needs and in turn
subordinates tend to exhibit loyalty and compliance.
A. Participative
B. Authoritarian
C. Paternalistic
D. Autocratic

Difficulty: Medium

35. (p. 435) Which type of leadership is popular in many technologically advanced countries?
A. Paternalistic
B. Authoritarian
C. Autocratic
D. Participative

Difficulty: Medium

36. (p. 461) Authoritarian leadership has all of the following characteristics except:
A. It typically involves the use of one-way communication from manager to subordinate
B. The focus of attention usually is on work progress, work procedures and roadblocks that
prevent goal attainment
C. It is widely used by Theory Y managers
D. It is often effective in handling a crisis

Difficulty: Hard

37. (p. 462) This leadership style uses work-centered behavior coupled with a protective
employee-centered concern.
A. Participative
B. Paternalistic
C. Authoritarian
D. Autocratic

Difficulty: Easy

13-25
Chapter 13 - Leadership Across Cultures

38. (p. 462) Identify the leadership style that is best summarized by the statement, "Work hard
and the company will take care of you".
A. Autocratic
B. Authoritarian
C. Participative
D. Paternalistic

Difficulty: Medium

39. (p. 462) These leaders expect everyone to work hard; in turn, the employees will be
guaranteed employment and given security benefits such as medical and retirement programs.
A. Participative
B. Paternalistic
C. Autocratic
D. Authoritarian

Difficulty: Medium

40. (p. 462) Which of the following leadership styles uses both a work-centered and people-
centered approach?
A. Participative
B. Paternalistic
C. Autocratic
D. Authoritarian

Difficulty: Easy

41. (p. 462) _____ leaders typically encourage their people to play an active role in assuming
control of their work and authority commonly is highly decentralized.
A. Paternalistic
B. Autocratic
C. Authoritarian
D. Participative

Difficulty: Easy

13-26
Chapter 13 - Leadership Across Cultures

42. (p. 465) British managers tend to use a highly _____ leadership approach.
A. Authoritarian
B. Participative
C. Paternalistic
D. Autocratic

Difficulty: Hard

43. (p. 465) French and German managers tend to use work-centered and _____ approach to
leadership.
A. Authoritarian
B. Autocratic
C. Paternalistic
D. Participative

Difficulty: Hard

44. (p. 466) As a general statement, most evidence indicates that European managers tend to use
this approach to leadership.
A. Paternalistic
B. Participative
C. Autocratic
D. Authoritarian

Difficulty: Medium

45. (p. 466) All of the following are relevant to leadership examined in the now classic Haire,
Ghiselli and Porter study except:
A. Communication skills
B. Capacity for leadership and initiative
C. Sharing information and objectives
D. Participation

Difficulty: Hard

13-27
Chapter 13 - Leadership Across Cultures

46. (p. 467) Japan is well-known for favoring this approach to leadership.
A. Paternalistic
B. Autocratic
C. Authoritarian
D. Suppressive

Difficulty: Hard

47. (p. 467) The leadership process used by Japanese managers places a strong emphasis on
_____ goals.
A. Distinct
B. Indeterminate
C. Ambiguous
D. Specific

Difficulty: Hard

48. (p. 469) The creation of uncertainty and the analysis of many alternatives regarding future
action is referred to as:
A. Variety expansion
B. Variety subtraction
C. Variety amplification
D. Variety reduction

Difficulty: Easy

49. (p. 469) The limiting of uncertainty and the focusing of action on a limited number of
alternatives is referred to as:
A. Variety amplification
B. Variety reduction
C. Variety augmentation
D. Variety expansion

Difficulty: Easy

13-28
Chapter 13 - Leadership Across Cultures

50. (p. 459) William Ouchi's theory of leadership, which combines Japanese and U.S.
assumptions and approaches to leader behavior is referred to as:
A. Theory X
B. Theory Z
C. Participative leadership
D. Paternalistic leadership

Difficulty: Medium

51. (p. 459) Theory Z leadership is associated with the work of:
A. Robert Blake
B. William Ouchi
C. Sheila Puffer
D. Douglas McGregor

Difficulty: Medium

52. (p. 469) All of the following are accurate depictions of the Japanese approach to leadership
except:
A. Management's concern for its employees extends to the whole life, business and social, of
the worker
B. Decision-making is carried out via group decision-making techniques
C. Employment is often for life; layoffs are rare
D. Control mechanisms are very explicit; people know exactly what to control and how to do
it

Difficulty: Hard

13-29
Chapter 13 - Leadership Across Cultures

53. (p. 469) All of the following are accurate depictions of the U.S. approach to leadership
except:
A. Employment is usually short-term; layoffs are common
B. Responsibility is shared collectively
C. Evaluation and promotion is very fast; those not quickly promoted often seek employment
elsewhere
D. Decision-making is carried out by the individual manager

Difficulty: Hard

54. (p. 472) Which of the following are accurate depictions of the leadership style adopted by the
managers of many Middle Eastern companies?
A. Highly authoritarian tone; rigid instructions
B. Less bureaucratic; more delegation of authority
C. Informal control mechanisms; routine checks on performance
D. Formal planning; decisions made at all levels of management

Difficulty: Hard

55. (p. 473) Which of the following leaders has explored how the individual ability of an
executive works to inspire and motivate his/her subordinates?
A. Formational
B. Charismatic
C. Transactional
D. Negotiable

Difficulty: Medium

56. (p. 473) These leaders are visionary agents with a sense of mission, who are capable of
motivating their followers to accept new goals and new ways of doing things.
A. Transactional
B. Negotiable
C. Transformational
D. Formational

Difficulty: Easy

13-30
Chapter 13 - Leadership Across Cultures

57. (p. 473) These leaders are individuals who exchange rewards for effort and performance and
work on a "something for something" basis.
A. Variable
B. Functional
C. Transactional
D. Transformational

Difficulty: Easy

58. (p. 474) Bass found that the most effective leaders were _____ leaders.
A. Transformational
B. Transactional
C. Variable
D. Functional

Difficulty: Medium

59. (p. 474) According to Bass, the most effective leaders were characterized by four interrelated
factors. These are:
A. Idealized influence, inspirational motivation, intellectual stimulation and individualized
consideration
B. Nurturing personality, creative mindset, willingness to give recognition and intellectual
stimulation
C. High self-esteem, outgoing personality, inspirational motivation and willingness to give
recognition
D. Internal locus of control, outgoing personality, individualized consideration and nurturing
personality

Difficulty: Medium

13-31
Chapter 13 - Leadership Across Cultures

60. (p. 474) This individual monitors follower performance and takes corrective action when
deviations from standards occur.
A. Contingent reward leader
B. Active management-by-exception leader
C. Passive management-by-exception leader
D. Laissez-faire leader

Difficulty: Medium

61. (p. 474) Which of the following leaders clarifies what needs to be done and provides both
psychic and material rewards to those who comply with his/her directives?
A. Contingent reward leader
B. Active management-by-exception leader
C. Passive management-by-exception leader
D. Laissez-faire leader

Difficulty: Medium

62. (p. 474) Which of the following leaders takes action or intervenes in situations only when
standards are not met?
A. Passive management-by-exception leader
B. Laissez-faire leader
C. Contingent reward leader
D. Active management-by-exception leader

Difficulty: Medium

63. (p. 474) This leader avoids intervening or accepting responsibility for follower actions.
A. Passive management-by-exception leader
B. Laissez-faire leader
C. Contingent reward leader
D. Active management-by-exception leader

Difficulty: Medium

13-32
Chapter 13 - Leadership Across Cultures

64. (p. 474) "Transformational leaders are able to get their followers to question old paradigms
and to accept new views of the world regarding how things now need to be done". Which
characteristic factor of transformational leaders is being described?
A. Idealized influence
B. Inspirational motivation
C. Intellectual stimulation
D. Individualized consideration

Difficulty: Hard

65. (p. 474) According to Bass, the active management-by-exception leader:

A. Is a visionary agent with a sense of mission, who is capable of motivating their followers
to accept new goals and new ways of doing things
B. Clarifies what needs to be done and provides both psychic and material rewards to those
who comply with his or her directives
C. Is an individual who exchanges rewards for effort and performance and works on a
"something for something" basis with employees
D. Monitors follower performance and takes corrective action when deviations from standards
occur

Difficulty: Hard

66. (p. 481) Positive organizational scholarship:

A. Focuses on positive outcomes, processes and attributes of organizations and their members
B. Focuses avoiding, intervening or accepting responsibility for follower actions
C. Takes action or intervenes in situations only when standards are not met
D. Monitors follower performance and takes corrective action when deviations from standards
occur

Difficulty: Easy

13-33
Chapter 13 - Leadership Across Cultures

67. (p. 482) Positive organizational scholarship consists of the following subunits except:
A. Enablers
B. Motivations
C. Outcomes or effects
D. Followers

Difficulty: Medium

68. (p. 481-482) This is a dynamic view that factors in fundamental concerns, but ultimately
emphasizes positive human potential.
A. GLOBE
B. CR
C. POS
D. LF

Difficulty: Medium

69. (p. 460-461) Which of the following is not a quality needed to be a servant leader?
A. Listening
B. Empathy
C. Entrepreneurship
D. Conceptualization

Difficulty: Medium

70. (p. 486) Compared to non-entrepreneurs, entrepreneurs typically

A. Make linear changes to products and systems
B. Rely on an organization to guide their thinking
C. Require structure support
D. Are more creative and innovative

Difficulty: Hard

13-34
Chapter 13 - Leadership Across Cultures
Essay Questions

71. (p. 456) What is leadership? What areas warrant attention as a foundation for the study of
leadership in an international setting?

Leadership is a complex process that can be defined as influencing people to direct their
efforts toward the achievement of some particular goal or goals. Two areas warrant attention
as a foundation for the study of leadership in an international setting: philosophical
assumptions about people in general and leadership styles.

Difficulty: Medium

72. (p. 458-459) Discuss Theory X, Theory Y and Theory Z.

Douglas McGregor, the pioneering leadership theorist, labeled two sets of assumptions as
"Theory X" and "Theory Y". A Theory X manager believes that people are basically lazy and
that coercion and threats of punishment must be used to get them to work. A Theory Y
manager believes that under the right conditions people will not only work hard but will seek
increased responsibility and challenge. William Ouchi proposed an additional perspective,
which he called "Theory Z". A Theory Z manager believes that workers seek opportunities to
participate in management and are motivated by teamwork and responsibility sharing.

Difficulty: Medium

73. (p. 461-462) What are the different types of leadership styles?

Leader behaviors can be translated into three commonly recognized styles: 1) authoritarian, 2)
paternalistic and 3) participative. Authoritarian leadership is the use of work-centered
behavior that is designed to ensure task accomplishment. Paternalistic leadership uses work-
centered behavior coupled with a protective employee-centered concern. Participative
leadership is the use of both work-centered and people-centered approaches.

Difficulty: Medium

13-35
Chapter 13 - Leadership Across Cultures

74. (p. 473-474) Describe the difference between transformational and transactional leadership.

Transformational leaders are visionary agents with a sense of mission who are capable of
motivating their followers to accept new goals and new ways of doing things. Transactional
leaders are individuals who exchange rewards for effort and performance and work on a
"something for something" basis.

Difficulty: Medium

75. (p. 474) Discuss the four other types of leaders discovered by Bass.

Bass discovered that there were four other types of leaders other than transactional,
transformational or charismatic. They are contingent reward (CR) leader, active management-
by-exception (MBE-A) leader, passive management-by-exception (MBE-P) leader and
laissez-faire (LF) leader.

Difficulty: Medium

13-36