Strategic Leadership
Exam Answer Key
Course Introduction
Strategic Leadership explores the key concepts, frameworks, and skills necessary for guiding organizations toward long-term success in dynamic and competitive environments. The course examines the role of leaders in setting vision, shaping strategy, driving change, and fostering innovation at all organizational levels. Students will analyze real-world cases to understand how strategic leaders assess internal and external factors, make critical decisions, build effective teams, and influence organizational culture and performance. Emphasizing both theory and practical application, the course prepares participants to lead with foresight, agility, and ethical responsibility in complex business contexts.
Recommended Textbook
Leadership in Organizations 8th Edition by Gary
A. Yukl
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256 Verified Questions
256 Flashcards
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Chapter 1: The Nature of Leadership
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Sample Questions
Q1) Which is the least accurate statement about the outcomes of leadership actions?
A)immediate and delayed outcomes are usually consistent with each other
B)immediate outcomes are easier to predict than end-result outcomes
C)immediate and delayed outcomes are usually interrelated in complex causal chains
D)end-result outcomes are less useful as criteria of leadership effectiveness
Answer: A
Q2) Most of the leadership theory and research has described:
A)direct leadership
B)ethical leadership
C)informal leadership
D)toxic leadership
Answer: A
Q3) What process is emphasized in the definition of leadership proposed by Yukl?
A)influencing followers to have complete trust in the leader
B)motivating followers to do more than they initially expected
C)empowering each follower to become self reliant
D)facilitating collective efforts to accomplish shared objectives
Answer: D
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Chapter 2: The Nature of Managerial Work
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Sample Questions
Q1) The primary management function in the initial stage of the organizational life cycle is:
A)coordinating work activities
B)obtaining resources
C)increasing member motivation
D)improving efficiency
Answer: B
Q2) Which of the following was not mentioned as a reason for changes in managerial work?
A)human nature
B)globalization
C)cultural diversity of employees
D)communication technology
Answer: A
Q3) Which of the following was not a recommendation for effective time management?
A)determine how much time is spent on different activities
B)eliminate activities that require a lot of time
C)plan daily and weekly activities
D)avoid procrastination
Answer: B
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Chapter 3: Perspectives on Effective Leadership Behavior
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Sample Questions
Q1) Which of the following is not one of the three behavior meta-categories identified by Yukl?
A)task-oriented
B)relations-oriented
C)process-oriented
D)change-oriented
Answer: C
Q2) Which of the following is not primarily a change-oriented behavior?
A)communicating an inspiring vision for the organizational unit
B)monitoring the external environment
C)encouraging innovative thinking by subordinates
D)setting specific performance goals for subordinates
Answer: D
Q3) Which of the following guidelines for recognizing was recommended?
A)provide recognition only for outstanding performance
B)provide more recognition to people in essential, high-visibility jobs
C)actively look for effective behavior or contributions to recognize
D)give praise in private to avoid embarrassing the recipient
Answer: C
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Page 5
Chapter 4: Leading Change in Organizations
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Sample Questions
Q1) What is the initial stage in the multi-stage model of reaction to change?
A)anger
B)denial
C)mourning
D)regression
Q2) What is the best way to describe the essential processes in learning organizations?
A)acquisition of new knowledge by the organization
B)diffusion of new knowledge to people who can use it
C)application of new knowledge by members of the organization
D)acquisition, diffusion, and application of new knowledge
Q3) What is the recommended way to deal with someone in a key position who continues to resist change and is likely to sabotage it?
A)ignore the resistance and try to work around the person
B)find a qualified replacement who supports the change
C)warn the person to stop resisting the change
D)keep asking the person to support the change
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Chapter 5: Participative Leadership and Empowerment
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Sample Questions
Q1) According to the Vroom-Yetton model,the leader should not use an autocratic decision procedure when:
A)the decision is important and subordinates have relevant information
B)a decision is needed quickly to deal with an immediate crisis
C)subordinates are likely to disagree with each other about the best solution
D)subordinates trust the leader and respect his/her expertise
Q2) Which of the following is not likely to be a benefit from using delegation?
A)more development of the subordinate's skills
B) less responsibility for an overloaded manager
C)increased commitment by the subordinate
D)more efficient time management for the manager
Q3) Which of the following characteristics of the job or organization is most likely to be a facilitating condition for the effectiveness of empowerment?
A)cultural values emphasizing reliable, efficient operations
B)repeated transactions in a continuing relationship with customers
C)a competitive strategy of low cost, standard product or service
D)a high degree of standardization and formalization
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Chapter 6: Managerial Traits and Skills
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Q1) What is the most accurate conclusion about power motivation of managers?
A)most managers have a socialized power orientation
B)managers with a socialized power orientation are usually effective
C)managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation
D)managers with strong power motivation are usually effective, regardless of which type of orientation they have
Q2) Research at CCL found that leaders who eventually derailed in their careers:
A)experienced a string of successes in their earlier managerial positions
B)developed many cooperative relationships in their earlier positions
C)had earlier experience in a variety of different of managerial positions
D)had earlier managerial positions that were very difficult and challenging
Q3) A leader with a socialized power orientation is more likely to:
A)socialize with subordinates
B)ask subordinates to attend social events
C)clarify social objectives for subordinates
D) empower subordinates
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Chapter 7: Contingency Theories of Effective Leadership
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Sample Questions
Q1) According to Path-Goal Theory,directive leadership is most effective when:
A)the task is simple and repetitive
B)work roles are ambiguous
C)the task is tedious and stressful
D)work roles are independent
Q2) According to Path-goal theory,supportive leadership contributes most to subordinate satisfaction and motivation when the task is:
A)tedious and stressful
B)important and meaningful
C)complex and variable
D)interesting and enjoyable
Q3) Which of the following actions by a manager is least useful for improving coordination with other departments in the organization?
A)keep managers in other units informed about changes
B)closely monitor interactions with other units
C)meet with peers in other units to jointly plan schedules
D)provide more direction of work unit activities
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Chapter 8: Power and Influence
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Sample Questions
Q1) Which influence tactic is used more often in attempts to influence superiors than in attempts to influence subordinates?
A)pressure
B)coalition
C)exchange
D)legitimating
Q2) Which statement about institutionalization in organizations is most accurate?
A)it describes how subunits with unique expertise gain power in organizations
B)it facilitates an organization's to adaptation to a changing environment
C)it describes how power is used to enhance or protect that power
D)it demonstrates why political tactics are unnecessary to maintain power
Q3) Control over access to information is a source of power over:
A)subordinates
B)subordinates and peers
C)peers and superiors
D)peers, superiors, and subordinates
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Chapter 9: Dyadic and Follower-Based Models of Leadership
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Sample Questions
Q1) Studies on how managers perceive poor performance by a subordinate find that they are most likely to:
A)attribute the cause to external factors such as insufficient resources
B)attribute the cause to internal factors such as motivation or ability
C)attribute the cause to bad luck or random, unpredictable events
D)make an accurate assessment of the cause of poor performance
Q2) What is not one of the impression management tactics described in the chapter?
A)exemplification
B)supplication
C)intimidation
D)self promotion
Q3) Which statement about implicit leadership theories is not accurate?
A)implicit theories influence a person's evaluation of leaders
B)implicit theories usually involve assumptions about effective leadership
C)implicit theories can result in biased ratings of a leader's behavior
D)implicit theories are seldom found in people who are intelligen
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Chapter 10: Leadership in Teams and Decision Groups
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Sample Questions
Q1) Which is not likely to improve the effectiveness of a self-managed team?
A)let members share in financial gains from improved performance
B)change the membership frequently to give the team fresh ideas
C)provide accurate, timely information relevant to team activities
D)give members training in interpersonal and problem solving skills
Q2) Which of the following was not mentioned as a primary determinant of performance for a functional team?
A)how long the current leader has been in that position
B)trust and cooperation among the team members
C)the organization and coordination of activities
D)member agreement about objectives and strategies
Q3) Which leader action is most likely to improve a group decision?
A)ask judgmental questions to stimulate more creative solutions
B)separate solution generation from solution evaluation
C)identify someone who is responsible for causing the problem
D)insist that the person who suggests a solution must defend it
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Chapter 11: Strategic Leadership by Top Executives
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Q1) Which is not a core performance determinant for an organization in the flexible leadership theory?
A)efficiency and process reliability
B)leader experience and intelligence
C)human resources and relations
D)innovation and adaptation
Q2) In what situation are executive teams least likely to be useful?
A)the organization includes several business units with diverse products
B)there is intense competition among executives to become the next CEO
C)the organization has a complex and turbulent environment
D) the executives in the team have very diverse backgrounds and perspectives
Q3) According to the flexible leadership theory,the CEO of an organization should:
A)focus primarily on short-term objectives such as quarterly profits
B)provide heroic, charismatic leadership for the organization
C)coordinate leadership processes across levels and subunits
D)emphasize direct behaviors more than management programs and systems
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Chapter 12: Charismatic and Transformational Leadership
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Q1) Which of the following is not likely to be a negative consequence for a charismatic leader?
A)overconfidence and risky decisions result in poor outcomes
B)excessive empowerment of followers creates confusion
C)power is misused by the leader to gain personal benefits
D)polarization and conflict occurs among organization members
Q2) Most theories of charismatic and transformational leadership:
A)emphasize rational processes more than emotional processes
B)emphasize emotional processes more than rational processes
C)give equal attention to rational and emotional processes
D)describe emotional processes and ignore rational processes
Q3) Which of the following influence processes is least important in theories of charismatic leadership?
A)instrumental compliance
B)personal identification
C)social identification
D)internalization
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Chapter 13: Ethical,servant,spiritual,and Authentic Leadership
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Sample Questions
Q1) Which theory includes the largest number of influence processes and follower characteristics?
A)transforming leadership
B)authentic leadership
C)spiritual leadership
D)servant leadership
Q2) Which of the following theories has the most emphasis on improving subordinate performance?
A)authentic leadership
B)transforming leadership
C)transformational leadership
D)servant leadership
Q3) What statement about leader influence on the ethical behavior of followers is not accurate?
A)leaders have very little influence on follower ethical behavior
B)leaders can influence it by setting an example in their own behavior
C) leaders can influence it with clear standards and guidelines for ethical behavior
D)leaders can influence it with performance appraisal criteria and rewards
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Chapter 14: Gender,diversity,and Cross-Cultural Leadership
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Sample Questions
Q1) Which is least likely to be a reason for the "glass ceiling" in large organizations?
A)differences in leadership behavior displayed by men and women
B)implicit theories about the attributes required for effective leadership
C)popular stereotypes about the skills and traits of men and women
D)less encouragement and developmental opportunities for women
Q2) What was not mentioned as an important question in the cross-cultural research on leadership?
A) differences in beliefs about the essential characteristics of effective leaders
B)differences in how much a type of leadership behavior is used in each country
C)differences in beliefs about the importance of leadership for organizations
D)differences in the effects of leader behaviors on follower attitudes and motivation
Q3) Which statement is most accurate according to the research on gender and leadership?
A)men are more effective than women as leaders in organizations
B)women are more effective than men as leaders in organizations
C)men and women do not differ much in their effectiveness as leaders
D)few studies have compared the effectiveness of men and women leaders
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Page 16
Chapter 15: Developing Leadership Skills
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Q1) Which of the following is not likely to be an advantage of executive coaching over formal training courses?
A)expense
B)confidentiality
C)effectiveness
D)flexibility
Q2) In most behavior feedback workshops for management development,the primary source of information about a manager's behavior is:
A)other managers in the workshop who fill out a checklist
B)observers who record the person's behavior during a simulation
C)observation of a videotape taken of the manager doing regular work
D)questionnaires filled out by people with whom the manager works
Q3) Which two types of benefits were identified as likely outcomes of mentoring for the person who is being mentored?
A)psycho-social benefits and transcendence
B)career facilitation and self awareness
C)career facilitation and psycho-social benefits
D)self awareness and psycho-social benefits
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Chapter 16: Overview and Integration
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Sample Questions
Q1) Which is least likely to be a reason for the confused state of the leadership literature?
A)a proliferation of confusing terms and diverse definitions
B)the use of complex theories to explain leader influence
C)the reliance on weak methods for much of the research
D)the narrow focus of most empirical studies on leadership
Q2) Which conclusion about progress in leadership research is most accurate?
A)most leadership studies have yielded useful knowledge
B)progress has been much faster than was initially expected
C)much has been learned about determinants of effective leadership
D)very little is known about the determinants of effective leadership
Q3) Which is not true for the integrating conceptual model presented in this chapter?
A)the model includes the influence leader traits, power, and behavior
B)the model allows for reciprocal influence processes between variables
C)the model is supported by many studies that examine all the linkages
D)the model applies to dyadic, group, and organizational levels of analysis
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