Management and Learning Objective

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Chapter 2 - Leading Strategically

TRUE/FALSE

1.The job of strategic leadership is reserved for top managers. Managers at lower levels can not be strategic leaders.

ANS:FPTS:1REF:Page 26OBJ:Learning Objective 1
KEY:Comprehension
MSC:AACSB: Analytic | Management: Leadership Principles | Dierdorff & Rubin: Learning, Motivation, & Leadership

2.In order to be successful, strategic leaders must only make revolutionary changes when they are new to an organization.

ANS:FPTS:1REF:Page 26-28OBJ:Learning Objective 1
KEY:Comprehension
MSC:AACSB: Analytic | Management: Leadership Principles | Dierdorff & Rubin: Learning, Motivation, & Leadership

3.The jobs of CEO and Chairman of the Board of Directors are essentially the same.

ANS:FPTS:1REF:Page 25-26OBJ:Learning Objective 1
KEY:Conceptual
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

4.Today’s strategic leaders generally involve others in strategic management.

ANS:TPTS:1REF:Page 29OBJ:Learning Objective 1
KEY:Comprehension
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Learning, Motivation, & Leadership

5.Developing the top management team and a plan for management succession are important strategic leadership actions.

ANS:TPTS:1REF:Page 29-31OBJ:Learning Objective 1
KEY:Knowledge
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Learning, Motivation, & Leadership

6.A company’s mission statement should be more concrete than the vision.

ANS:TPTS:1REF:Page 28OBJ:Learning Objective 2
KEY:Knowledge
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

7.When firms are performing poorly they are more likely to use an outside CEO succession.

ANS:TPTS:1REF:Page 28OBJ:Learning Objective 4
KEY:Comprehension
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

8.Wal-Mart was ranked #1 on Fortune’s Most Admired Companies rankings from 2006-2008..

ANS:FPTS:1REF:Page 29OBJ:Learning Objective 2
KEY:Knowledge
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

9.The top management team at most firms is composed of people with the title of General Manager and higher.

ANS:FPTS:1REF:Page 29-30OBJ:Learning Objective 3
KEY:Knowledge
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

10.When CEOs select members of their top management team, they usually prefer people who think differently from them and who will be willing to disagree with them.

ANS:FPTS:1REF:Page 29OBJ:Learning Objective 3
KEY:Comprehension
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

11.According to the text, the majority of CEO successions involve hiring someone from inside the firm.

ANS:TPTS:1REF:Page 30OBJ:Learning Objective 4
KEY:Comprehension
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

12.According to the text, the majority of CEO successions involve hiring someone from outside the firm.

ANS:FPTS:1REF:Page 30OBJ:Learning Objective 4
KEY:Comprehension
MSC:AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills

13.A homogeneous top management team is more likely to make major...
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