Welcome to our blog on “ET Leadership,” where we explore the essential qualities and strategies that define effective leadership in today’s dynamic world. Leadership is not just about holding a position; it’s about inspiring and guiding others towards a common goal.
In this guide, we’ll delve into the core principles of leadership and the key traits and skills that distinguish exceptional leaders. From communication and decision-making to empathy and resilience, we’ll examine how effective leaders cultivate these qualities to drive positive change and achieve organizational success.
Moreover, we’ll explore the role of leadership in driving innovation, fostering collaboration, and navigating challenges in an ever-evolving business landscape. Through real-world examples and practical insights, we’ll highlight top leaders’ strategies to inspire trust, motivate teams, and achieve results.
Whether you’re a seasoned executive, an aspiring leader, or someone simply interested in understanding leadership dynamics, this blog is for you. Join us as we embark on a journey to explore the principles of ET Leadership and uncover the secrets to becoming a truly impactful leader in today’s fast-paced world. Let’s unlock the potential of leadership together!
So, let’s move on to the quiz questions with answers.
Q1. As the production manager, Carlos prefers long production runs of thousands of units in order to drive down unit costs. Anita, the marketing manager, prefers shorter runs of a few hundred units in order to deliver the product more quickly. This conflict is the result of
A) different goals.
B) overlapping authority.
C) scarce resources.
D) different reward systems.
E) status inconsistencies.Q2. The factory foreman at an automobile assembly plant is behind on meeting the quarterly production target due to an ongoing machinist strike lasting longer than anticipated. Conflict in this situation is attributed to
A) different time horizons.
B) overlapping authority.
C) task interdependence.
D) different reward system.
E) scarce resources.Q3. Avoidance is ineffective as a conflict-resolution strategy because
A) it does not address the real source of disagreement.
B) it escalates levels of conflict as each party tries to outmaneuver the other.
C) The weaker party who gives in might look for ways to get back at the stronger party in the future.
D) The two sides to a conflict are more concerned about winning the battle than cooperating.
E) it allows only one party to achieve its goals.Q4. By emphasizing superordinate goals, parties facing conflict
A) are reminded that they are working together for a larger purpose despite their disagreements.
B) will more readily revert into a distributive negotiation mode.
C) focus on getting the majority share of the available resources.
D) focus on having their specific demands met rather than on their interests.
E) will more likely take a competitive, adversarial stance.Q5. If parties in a conflict work on creating new options for joint gain, they
A) are still limited by the “fixed pie” of resources that they need to divide.
B) need to compete for the majority share of the available resources.
C) may come up with alternatives that could expand the resource pie.
D) need to focus on their demands instead of their interests.
E) are adopting a principle of distributive negotiation.Q6. Kendra's weekly report is known to be extremely accurate and a reliable source of data for making management decisions. Her reports possess the attribute of
A) timeliness.
B) validity.
C) quality.
D) completeness.
E) relevance.Q7. Establishing measurable standards of performance, measuring actual performance, comparing actual performance against established goals, and evaluating the results and taking corrective action are steps to
A) launch a new product in the market.
B) indicate the life cycle of a product.
C) achieve control over organizational activities.
D) reduce group cohesiveness among members.
E) increase a company's investments in research and development.Q8. To realize any of the benefits of actions taken to achieve control of an organization, managers must
A) measure actual performance.
B) establish measurable standards of performance.
C) perform tests to confirm consistency.
D) compare actual performance against established goals.
E) evaluate the results and take corrective action if necessary.Q9. A decision support system would NOT be a recommended MIS for determining
A) whether to invest in a new production technology.
B) which features to include in a consumer product.
C) a launch strategy for a new promotional campaign.
D) how to expand sales into a new country.
E) which sales personnel missed targets last quarter.Q10. A decision support system would be most relevant when
A) reorganizing office cubicle assignments.
B) investing in additional production equipment.
C) placing materials orders.
D) processing accounts payable.
E) reordering printer cartridges.
Answers: ET Leadership Quiz Questions
- a
- e
- a
- a
- c
- b
- c
- e
- a
- a