Reference no: EM131159267
TRUE / FALSE QUESTIONS
Write either "True" or "False" on the blank preceding each question.
1. A cross-functional project team is likely to be given the task of designing a new product and bringing it into production.
2. Changing the membership frequently to give the team fresh ideas is likely to improve the effectiveness of a self-managed team.
3. A leader's use of rewards that are contingent on individual performance is likely to build collective identification and mutual trust among team members.
4. When an organization has declining performance, a CEO who has been in office for many years is likely to make major changes in the organization’s strategy.
5. When the competition is intense and the environment is changing rapidly, it is especially important to maintain a high level of external monitoring.
6. Descriptive research on narcissistic charismatics found that they are most likely to press ahead in a persistent quest to attain their vision despite setbacks or negative evidence.
7. Situational variables are less important for charismatic leadership than for transformational leadership.
8. Personal identification with the leader is more important for charismatic leadership than for transformational leadership.
9. The most extensive research program on cross-cultural leadership to date is known as the global leadership and organizational behavior effectiveness (GLOBE) project.
10. Culture clusters are religions with a similar set of values.
11. A promising method to improve equal opportunity in organizations is to select managers randomly from a list of qualified candidates.
12. Training in organizations is usually focused on improving skills rather than on changing personality traits or values.
13. A suggested guideline for effective training is to begin with complex material that requires trainees to stay focused.
14. Research on the way managers acquire leadership skills find that learning from experience is an important source of leadership skills.
15. The realization that they have made it to the top causes executives to become less defensive and more open to feedback.
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