1. Which of the following is NOT a characteristic of collaborative leaders? Facilitate brainstorming within their...

 

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1. Which of the following is NOT a characteristic of collaborative leaders? Facilitate brainstorming within their team. Offer immediate and ongoing feedback with personalized coaching. Seek to uncover root causes of issues. Enable their team with immediate time and resources. Sometimes listen to suggestions and ideas from their team. 2. What is the starting premise behind collaborative leadership? If you bring the appropriate people together in constructive ways with good information, they will create authentic visions and strategies for addressing the shared concerns of the organization or community. That authority derives from and resides in a position in an organizational hierachy. Collaboration is the best way to avoid conflicts. Collaboration leads more quickly to solutions. 1 point 1 point 3. Which of the following terms is not used by researchers as a synonym for, or variation on, "collaborative leadership"? Affiliative leadership Shared leadership Distributed leadership Participant leadership 4. Which of the following statements about collaborative leadership is NOT accurate, according to the lecture? In collaborative leadership, no one person, agenda or idea dominates. Collaborative leadership requires participants to stay open to multiple perspectives. Collaborative leadership cultivates commitment to a shared purpose and shared responsibility amongst participants. Collaborative leadership is easy to achieve. 1 point 1 point Motivating, Inspiring, and Leadership Total points 5 5. In the classic economic agency theory (principal-agent) model, an organization is represented in a highly stylized form in terms of a relationship among how many people? Two Three Four Five Chester Barnard, author of The Functions of the Executive and also a real, practicing executive, arrived at which of the following conclusions, in his final analysis, about incentives as a way of motivating people? Incentives are not the only way, but they are the best way of motivating people. Monetary payments are really the only reliable way of motivating people. They are not morally defensible, in the long run. They have significant limitations as a way of motivating people. 1 point 1 point 7. Ouchi suggests as an alternative to incentives and organizational authority which of the following means of motivating employees to work on behalf of the organization? Threats and fear. Clan mechanisms. Tribal warfare. Persuasive rhetoric. What is the essence of the problem with incentives based on traditional economic models, according to Palepu and also the lecture about the problems with economic models? The payments schedules they explicitly recommend, which increase with some kind of measure of performance, are exactly the kind of schedules that have been observed to result in employee "gaming" and dysfunctional activities. They recommend using penalties, but not rewards. They result in incentive that are not strong enough for real situations. They are not mathematically rigorous enough. 1 point 1 point 9. According to Dan Pink, incentives DO work for what kinds of tasks? Tasks that don't involve numbers. Tasks involving candles. Tasks with well defined objectives and a a direct path to the solution. Extremely creative tasks. 1 point Effective Governance Total points 4 10. Which of these is a duty of a board of directors in a modern, publicly traded company? 4 To help senior executives maximize their executive compensation. To provide all possible support to the CEO, and align with whatever plan he or she chooses. To meet at least 20 times a year. To protect the interests of the investors/shareholders against the possibility of self-interested behavior by the company's managers. Consider the video "Effective Boards: Board Composition." Which of these is not a requirement of the job of a member of a board of directors? You need to be only a member of this board, and no other. You need to have some passion for that company. You have to be financially literate. You have to have the time to commit to doing the job well. 1 point 1 point 2. According to Ana Dutra, in the article "A more effective board of directors," what is the highest stage of performance for a corporate board? Foundational. Advanced. Developed. Strategic. 12. Which of the following is NOT a "disrupter" that Dutra identifies as "hinder[ing] the progression of boards toward self-actualization and high performance"? Lack of clarity on the roles of individual directors and the board as a whole. Poor team dynamics. Lack of alignment and agreement on company strategy. Too few representatives of the management team. 1 point 1 point Fostering Innovation Total points 6 (4. Leaders foster innovation by hiring: (Select multiple correct answers below.) Self-starters People who listen to them. Rebels 5. Key features of the Moonshine Shop's innovation process include: (Select multiple correct answers below.) Minimizing variation Trystorming Celebrating failure Traveling off-site for inspiration Getting permission from the boss before trying out new ideas 1 point 1 point 16. Leaders foster innovation by rewarding: (Select multiple correct answers below.) Quality of ideas Time spent at the office Failure 17. How do leaders create a sense of community amongst team members? (Select multiple correct answers below.) Encouraging members to compete with one another Hosting social events Fostering trust and open communication Providing opportunities for peer-to-peer feedback Ensuring the team has a shared purpose or goal 1 point 1 point /8. The outcome of an innovation tends to be: (Select multiple correct answers below) Unique or otherwise "special" A surprise for everyone involved Easy to anticipate in advance Innovation processes tend to be: Highly planned and executed according to plan Highly disciplined 1 point 1 point The Rights and Obligations of Leaders Total points 3 20. In Bruce Weinstein's article about Steve Jobs, he mentions "role-specific duties." What is a role-specific duty? Weinstein uses this euphemism to indicate a duty he suggests is not actually a real duty, but one others are trying to get Apple and Jobs to accept. An ethical obligation that attaches to a person because of the positions he or she holds, which doesn't necessarily apply to others who don't hold this position. O A duty of an executive spelled out in her or his employment contract. 2. True or false: Weinstein argues that the principles that determine what Jobs should share with the public about his health are the same as the principles that would apply to any celebrity. True False. 1 point 1 point 22. In Episode 20, Gardner advises Barton that some of SMA's financial analysts believe the company has a legal obligation to disclose the likelihood of Linda Kohler's impending, and possibly damaging, lawsuit against Barton and SMA. They also argue that SMA has more of an obligation in Barton's case than Apple had in the case of Steve Jobs and his health issues. Why, according to these analysts, is SMA's obligation greater? Because SMA is a defense contractors that does work for the government. Because Barton is a relatively new CEO. The assertion of a right to privacy in Jobs's case rested partly on the fact that getting sick was not his fault - it something that happened to him. But in Barton's case, his predicament arises, not because of something that happened to him, but because of something he chose to do. 1 point 1. Which of the following is NOT a characteristic of collaborative leaders? Facilitate brainstorming within their team. Offer immediate and ongoing feedback with personalized coaching. Seek to uncover root causes of issues. Enable their team with immediate time and resources. Sometimes listen to suggestions and ideas from their team. 2. What is the starting premise behind collaborative leadership? If you bring the appropriate people together in constructive ways with good information, they will create authentic visions and strategies for addressing the shared concerns of the organization or community. That authority derives from and resides in a position in an organizational hierachy. Collaboration is the best way to avoid conflicts. Collaboration leads more quickly to solutions. 1 point 1 point 3. Which of the following terms is not used by researchers as a synonym for, or variation on, "collaborative leadership"? Affiliative leadership Shared leadership Distributed leadership Participant leadership 4. Which of the following statements about collaborative leadership is NOT accurate, according to the lecture? In collaborative leadership, no one person, agenda or idea dominates. Collaborative leadership requires participants to stay open to multiple perspectives. Collaborative leadership cultivates commitment to a shared purpose and shared responsibility amongst participants. Collaborative leadership is easy to achieve. 1 point 1 point Motivating, Inspiring, and Leadership Total points 5 5. In the classic economic agency theory (principal-agent) model, an organization is represented in a highly stylized form in terms of a relationship among how many people? Two Three Four Five Chester Barnard, author of The Functions of the Executive and also a real, practicing executive, arrived at which of the following conclusions, in his final analysis, about incentives as a way of motivating people? Incentives are not the only way, but they are the best way of motivating people. Monetary payments are really the only reliable way of motivating people. They are not morally defensible, in the long run. They have significant limitations as a way of motivating people. 1 point 1 point 7. Ouchi suggests as an alternative to incentives and organizational authority which of the following means of motivating employees to work on behalf of the organization? Threats and fear. Clan mechanisms. Tribal warfare. Persuasive rhetoric. What is the essence of the problem with incentives based on traditional economic models, according to Palepu and also the lecture about the problems with economic models? The payments schedules they explicitly recommend, which increase with some kind of measure of performance, are exactly the kind of schedules that have been observed to result in employee "gaming" and dysfunctional activities. They recommend using penalties, but not rewards. They result in incentive that are not strong enough for real situations. They are not mathematically rigorous enough. 1 point 1 point 9. According to Dan Pink, incentives DO work for what kinds of tasks? Tasks that don't involve numbers. Tasks involving candles. Tasks with well defined objectives and a a direct path to the solution. Extremely creative tasks. 1 point Effective Governance Total points 4 10. Which of these is a duty of a board of directors in a modern, publicly traded company? 4 To help senior executives maximize their executive compensation. To provide all possible support to the CEO, and align with whatever plan he or she chooses. To meet at least 20 times a year. To protect the interests of the investors/shareholders against the possibility of self-interested behavior by the company's managers. Consider the video "Effective Boards: Board Composition." Which of these is not a requirement of the job of a member of a board of directors? You need to be only a member of this board, and no other. You need to have some passion for that company. You have to be financially literate. You have to have the time to commit to doing the job well. 1 point 1 point 2. According to Ana Dutra, in the article "A more effective board of directors," what is the highest stage of performance for a corporate board? Foundational. Advanced. Developed. Strategic. 12. Which of the following is NOT a "disrupter" that Dutra identifies as "hinder[ing] the progression of boards toward self-actualization and high performance"? Lack of clarity on the roles of individual directors and the board as a whole. Poor team dynamics. Lack of alignment and agreement on company strategy. Too few representatives of the management team. 1 point 1 point Fostering Innovation Total points 6 (4. Leaders foster innovation by hiring: (Select multiple correct answers below.) Self-starters People who listen to them. Rebels 5. Key features of the Moonshine Shop's innovation process include: (Select multiple correct answers below.) Minimizing variation Trystorming Celebrating failure Traveling off-site for inspiration Getting permission from the boss before trying out new ideas 1 point 1 point 16. Leaders foster innovation by rewarding: (Select multiple correct answers below.) Quality of ideas Time spent at the office Failure 17. How do leaders create a sense of community amongst team members? (Select multiple correct answers below.) Encouraging members to compete with one another Hosting social events Fostering trust and open communication Providing opportunities for peer-to-peer feedback Ensuring the team has a shared purpose or goal 1 point 1 point /8. The outcome of an innovation tends to be: (Select multiple correct answers below) Unique or otherwise "special" A surprise for everyone involved Easy to anticipate in advance Innovation processes tend to be: Highly planned and executed according to plan Highly disciplined 1 point 1 point The Rights and Obligations of Leaders Total points 3 20. In Bruce Weinstein's article about Steve Jobs, he mentions "role-specific duties." What is a role-specific duty? Weinstein uses this euphemism to indicate a duty he suggests is not actually a real duty, but one others are trying to get Apple and Jobs to accept. An ethical obligation that attaches to a person because of the positions he or she holds, which doesn't necessarily apply to others who don't hold this position. O A duty of an executive spelled out in her or his employment contract. 2. True or false: Weinstein argues that the principles that determine what Jobs should share with the public about his health are the same as the principles that would apply to any celebrity. True False. 1 point 1 point 22. In Episode 20, Gardner advises Barton that some of SMA's financial analysts believe the company has a legal obligation to disclose the likelihood of Linda Kohler's impending, and possibly damaging, lawsuit against Barton and SMA. They also argue that SMA has more of an obligation in Barton's case than Apple had in the case of Steve Jobs and his health issues. Why, according to these analysts, is SMA's obligation greater? Because SMA is a defense contractors that does work for the government. Because Barton is a relatively new CEO. The assertion of a right to privacy in Jobs's case rested partly on the fact that getting sick was not his fault - it something that happened to him. But in Barton's case, his predicament arises, not because of something that happened to him, but because of something he chose to do. 1 point

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1 d Enable their team with immediate time and resources Justification This is not a characteristic of collaborative leaders While collaborative leaders do provide necessary resources and support to th... View the full answer