Welcome to our guide on the “Management and Leadership Capstone,” a journey designed for both students and professionals navigating the realms of effective leadership. Whether you’re completing an academic capstone or seeking to enhance your managerial skills, this resource is your compass through the process. Dive into practical insights, expert strategies, and the bridge between theoretical knowledge and real-world leadership challenges. This capstone isn’t just a culmination; it’s a strategic step toward mastering the art of impactful management. Join us as we simplify complexities, offering a clear roadmap to success in your management and leadership endeavors. Let’s navigate this capstone journey together, unlocking the keys to effective leadership for professional excellence.
So, let’s move on to the quiz questions with answers.
Q1. One way to increase a job’s motivational and empowerment potential is to:
Select one:
a. increase skill variety.
b. use reward and punishment.
c. use the carrot-and-stick method of motivation.
d. focus on an employee's “lower” needs.Q2. Which of the following is an example of activities that have a low strategic impact but which are relatively easy to execute?
Select one:
a. Mergers and acquisitions of business
b. Difficult changes with little or no potential for payoff
c. Major changes with potential for payoff
d. Incremental improvements in productsQ3. In companies with excellence as a guiding purpose, _.
Select one:
a. Managers and employees are treated as valuable resources.
b. Excellence is defined by the customers it self rather than by work.
c. Strength and aggressiveness determine the purpose of the organization.
d. Discovery, for its own sake can serve as a noble purpose.Q4. Conventional management approaches:
Select one:
a. appeal to an individual’s “higher” needs.
b. rely on intrinsic rewards to motivate subordinates.
c. are based on controlling the behavior of people by manipulating their decisions.
d. give subordinates more control over their work and the power to affect outcomes.Q5. Victoria heads an electronics corporation. She expects each employee to perform to his or her best and be successful in whatever he or she does. She aims to achieve production with zero quality control. This example indicates that Victoria uses the _ approach to frame a noble purpose for her organization.
Select one:
a. discovery
b. excellence
c. altruism
d. heroismQ6. To be a(n) _, one dreams big and transforms those dreams into significant strategic action, either through one’s own activities or by hiring other leaders who can effectively execute the vision and strategy.
Select one:
a. dreamer
b. uninvolved leader
c. doer
d. effective leaderQ7. In terms of the common dysfunctions of team, inattention to results leads members to:
Select one:
a. hide conflicting opinions.
b. put personal ambition ahead of collective results.
c. engage in finger-pointing when things go wrong.
d. hide mistakes, share concerns, or express ideas.Q8. Which of the following statements is true of vision?
Select one:
a. It needs to be the property of the leader alone.
b. It needs to transcend the bottom line to provide employees with a sense of meaning and purpose.
c. It needs to serve as an opportunity to allow people to penetrate places where they have gone before.
d. It needs to allow people to remain in their comfort zones.Q9. People slip into _____ when the desire for harmony outweighs concerns over decision quality.
Select one:
a. concept mapping
b. lateral thinking
c. brainstorming
d. groupthinkQ10. Freddie is the head of operations of Ambassador Inc. He aims to cocreate a vision for his organization. Identify the appropriate step that should be applied by Freddie to fulfill his aim.
Select one:
a. Ensure that the vision is the property of the leader.
b. Get something down in writing, but make sure people know it is a draft that needs feedback.
c. Restrain writing from the heart, remembering that vision is not an emotional appeal to human needs.
d. Communicate using a single channel to emphasize that the vision is focused on a single purpose.Q11. A good vision brings out the best in people by:
Select one:
a. giving them an opportunity to go where they have gone before.
b. letting them be part of something bigger than themselves.
c. being the property of the leader.
d. persisting in the face of changing technologies or economic conditions.Q12. People who adopt a socioemotional role:
Select one:
a. stimulate the team into action when interest drops.
b. give candid feedback on others suggestions.
c. propose new solutions to team problems.
d. encourage others to draw forth their contributions.Q13. Companies with heroism as the basis of noble purpose often:
Select one:
a. reflect almost an obsession with winning.
b. emphasize serving others.
c. experience the joy of an entrepreneurial spirit.
d. inspire others to find or create something new.Q14. Organizations can motivate employees:
Select one:
a. comparing results with competitors.
b. improving infrastructure.
c. creating a horizontal organizational structure.
d. helping them find true value in their work.Q15. Which of the following statements is true of strategic thinkers?
Select one:
a. They avoid signs of change that could hurt their organization.
b. They examine problems or opportunities from many perspectives.
c. They retain their own and others' assumptions and mental models.
d. They accept an answer rather than looking for patterns in what they see and hear.Q16. The purpose of _ inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit.
Select one:
a. altruism
b. heroism
c. excellence
d. discoveryQ17. People who play a task-specialist role often:
Select one:
a. praise and encourage others to draw forth their contributions.
b. reconcile group conflicts.
c. stimulate the team into action when interest drops.
d. shift own opinions to maintain team harmony.Q18. The storming stage of team development is marked by:
Select one:
a. conflict and disagreement.
b. orientation.
c. establishment of order and cohesion.
d. cooperation and problem-solving.Q19. Diane heads an event management company called Venus Inc. The company encourages an innovative and creative approach to work. Diane plans to cocreate a vision. Which of the following steps should she apply to implement her plan?
Select one:
a. Diane should make a vision that can be the property of the leader.
b. Diane should create the final vision statement without several drafts.
c. Diane should target a vision for a desired future.
d. Diane should communicate the vision using a single channel.Q20. The _ of handling conflict in a team reflects both a high degree of assertiveness and cooperativeness.
Select one:
a. collaborating style
b. avoiding style
c. accommodating style
d. competing styleQ21. Identify the correct statement regarding strategic leadership.
Select one:
a. It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution.
b. It is a form of leadership that comes naturally to individuals.
c. It reacts to environmental changes rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like.
d. It is the most important as well as the difficult part of strategy execution.Q22. _ means the company’s purpose is based on being strong, aggressive, and effective.
Select one:
a. Altruism
b. Heroism
c. Excellence
d. DiscoveryQ23. Which of the following statements is true of teams?
Select one:
a. Teams work to accomplish a shared goal.
b. Great teams have individual “stars.”
c. Teams comprise a minimum of five members.
d. Great teams work together only when the need arises.Q24. Identify the correct statement regarding a mission.
Select one:
a. It is an ambitious desire for the future.
b. It serves as the glue that holds the organization together in times of change.
c. It cannot work together with the vision of a company.
d. It tends to grow and change in the face of changing technologies and environmental shifts.Q25. Which of the following statements is true of strategy?
Select one:
a. Strategy cannot be shifted by leaders.
b. Strategy defines the company’s core values and reason for being, and it provides a basis for creating the vision.
c. Strategy involves making decisions every day based on what the organization wants to do and be.
d. Strategy is developed by leaders by reacting to environmental changes.Q26. Which of the following behaviors is displayed by people who play a task-specialist role?
Select one:
a. Reduce tension
b. Praise and encourage others
c. Maintain harmony
d. Initiate ideasQ27. Which of the following statements is true of strategic leadership?
Select one:
a. It involves the strength to be based in the future that is substantially different from the status quo but is concerned with the current reality.
b. It intends to establish an environment where leaders see things the same way or make the same choices.
c. It involves the ability to work with others to initiate changes that will create a competitive advantage for the organization in the future.
d. It involves the ability to maintain the status quo rather than bringing change.Q28. _ is the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.
Select one:
a. Punishment
b. Negative reinforcement
c. Positive reinforcement
d. ExtinctionQ29. An effective vision:
Select one:
a. is the property of the leader.
b. serves to energize employees and focus their attention.
c. is always about the present, but it begins with the future.
d. happens naturally.Q30. Identify the true statement regarding visions.
Select one:
a. Visions are always communicated using a single channel.
b. Many visions tend to be the properties of leaders alone.
c. Visions fail to be emotional appeals to fundamental human needs.
d. Many visions fail to adequately involve employees.Q31. A change that both produces a high strategic impact and is easy to execute would be:
Select one:
a. a particular choice that has a slow strategic impact in the initial stage.
b. an actual behavior within the organization that reflects the desired direction.
c. an execution of a strategy which is the easiest part of strategic management.
d. a leader’s first choice for putting strategy into action.Q32. Employee engagement means that people:
Select one:
a. are unable to share power.
b. feel a sense of belonging to the organization.
c. look for solutions to improve working conditions.
d. are delegated authority.Q33. According to the acquired needs theory, the need for power refers to the desire to:
Select one:
a. accomplish something difficult and attain a high standard for success.
b. form close personal relationships and avoid conflict.
c. influence or control others and have authority over
others.
d. master complex tasks and surpass others.Q34. _ proposes that people are motivated to seek social equality in the rewards they receive for performance.
Select one:
a. Herzberg’stwo-factor theory
b. Acquiredneedstheory
c. Expectancy theory
d. Equity theoryQ35. According to Herzberg'stwo-factor theory, the leaders role is to:
Select one:
a. use motivators to meet the higher-level needs of employees.
b. provide only hygiene factors to employees.
c. only remove dissatisfiers.
d. use system-wide rewards.Q36. Which of the following statements is true of mission?
Select one:
a. It is an ambitious desire for the future.
b. It tends to grow and change in the face of environmental shifts.
c. It defines the company’s core values and reason for being.
d. It cannot work together with a company's vision.Q37. To improve strategic leadership, leaders can:
Select one:
a. accept an answer rather than looking for patterns in what they see and hear.
b. ignore buy-in among employees and other stakeholders who may have conflicting views and interests.
c. identify weak points in the necessary skills required for thinking strategically and work toward correcting them.
d. stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation.Q38. Samuel heads a company that manufactures cell phones. He lays emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the _ approach to frame the purpose of his organization.
Select one:
a. excellence
b. discovery
c. altruism
d. heroismQ39. In an organization, when every person understands and embraces a vision _.
Select one:
a. everyone works in different directions
b. the organization becomes self- adapting
c. the vision can persist in the face of changing environmental shifts
d. everyone is given an opportunity to go where they have gone beforeQ40. A powerful vision:
Select one:
a. is the organization’s core broad purpose and reason for existence.
b. persists in the face of changing technologies, economic conditions, or other environmental shifts.
c. serves as an opportunity to people to go where they have gone before.
d. provides a measure by which employees can gauge their contributions to the organization.Q41. _ can be defined as the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals and achieve the vision.
Select one:
a. They are under the control of an individual.
b. They come from solving problems to benefit others.
c. They are given by another person, typically a supervisor.
d. They appeal to the “higher” needs of individuals.Q42. Which of the following is true of extrinsic rewards?
Select one:
a. They are under the control of an individual.
b. They come from solving problems to benefit others.
c. They are given by another person, typically a supervisor.
d. They appeal to the “higher” needs of individuals.Q43. An effective mission statement:
Select one:
a. does not describe products or services.
b. is an ambitious desire for the future.
c. does not persist in the face of changing technologies and economic conditions.
d. captures people’s idealistic motivations for why the organization exists.Q44. The basis of action for the purpose of altruism is to:
Select one:
a. win almost every competition.
b. increase personal happiness.
c. be the best always.
d. find or create something new.Q45. _ is a form of adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible.
Select one:
a. Integrative negotiation
b. Distributive negotiation
c. Groupthink
d. BrainstormingQ46. Which of the following statements is true of an organization's vision?
Select one:
a. It is the property of a leader.
b. It cannot be realistically achieved.
c. It is a phenomenon that is readily attainable.
d. It is a view that everyone involved can believe in.Q47. According toHerzberg’stwo-factor theory, hygiene factors include:
Select one:
a. recognition.
b. interpersonal relationships.
c. the work itself.
d. personal growthQ48. A leader should explain what a new strategic direction means to each person because:
Select one:
a. employees should often be reminded about company strengths.
b. followers are often thinking about the big picture.
c. people are often fearful of change.
d. leaders cannot anticipate people’s fears and questions.Q49. Which of the following is a difference between strategies and execution?
Select one:
a. Strategies specify “What do right now?” whereas execution provides direction for translating a vision into action.
b. Strategies do not come naturally, whereas execution comes naturally.
c. Strategies are more important than execution in strategic leadership.
d. Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen.Q50. The leader's role during the _ stage of team development is to encourage participation by each team member and help people find their common vision and values.
Select one:
a. forming
b. norming
c. storming
d. performing
Answers: management and leadership capstone Quiz Questions
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- d
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- c