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Question 1

Collins (2001) defines five levels of leader. 'Level 5' leadership can be described as:

a) Highly capable individual

b) Competent team member

c) Effective leader

d) Executive

Question 2

Theorists have identified two main styles of leadership. These are transformational leadership and:

a) Transgression leadership

b) Transactional leadership

c) Transparent leadership

d) Transcendental leadership

Question 3

Which of the following contexts would most suit a transformational leader?

a) An organization that is in trouble

b) An organization that is performing well

c) An organization in a stable environment

d) An organization in a mature industry

Question 4

Which of the following is NOT regarded as good practice during a merger or acquisition?

a) Pitching the offer at a high level to frighten away potential counter-bidders

b) Gathering industry rumours and other soft information about the bid target

c) Involving experienced operational managers in the valuation of the target

d) Starting post-merger integration before the deal is finalized

Question 5

If a leader spends a lot of their time ensuring that staff acquire necessary knowledge and skills, their approach can be defined as:

a) The strategy approach

b) The human-assets approach

c) The box approach

d) The expertise approach

Question 6

Value-based management is:

a) A structured system of targets to motivate people to enhance the organization's value

b) Another name for management by objectives

c) A structured system of targets used in the private sector to motivate people to enhance shareholder value

d) A structured system of targets used in the public sector to motivate people to improve service to the public through an understanding of the organization's values

Question 7

The balanced scorecard approach is a framework for measuring performance based on four factors. These are 'learning and growth', 'the customer perspective', 'the internal perspective' and:

a) The key shareholder perspective

b) The external perspective

c) The key stakeholder perspective

d) The helicopter perspective

Question 8

The process of 'due diligence' involves:

a) Submitting a firm's accounts to auditors

b) Putting out to tender for a contract

c) Bidders for a firm investigating a firm's operations and financial situation prior to potential acquisition.

d) Putting a plan in place for post-merger integration

Question 9

The stages in a turnaround process are:

a) Realignment, retrenchment, recovery

b) Realignment, stabilize, recovery

c) Reassess, stabilize, survival

d) Reassess, retrenchment, survival

Question 10

When two firms merge, a situation of 'relative deprivation' can occur. This is where:

a) The share price falls after the merger

b) Employees' share options lose some of their value

c) One side of the merger feels they have lost out to the other side

d) The 'behind the scenes' aspect of one or both firms in the merger is not as good as was initially believed

Oxford University Press, Online Resource Centre, Chapter 17.

Chapter 17

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