1.

According to Weber (1947), what type of situation is conducive to the emergence of

charismatic leaders?

a. economic stability

b. social stability

c. financial crisis

d. social crisis

2. What aspect of charisma do Davis and Gardner (2012) explore in their investigation of
presidential speeches?

a. personality

b. rhetoric

c. behaviours

d. attributi

3. Mumford et al. (2008) have offered which categorisation of leadership styles?

a. charismatic, narcissistic, toxic

b. charismatic, ideological, pragmatic

 c. charismatic, ideological, ethica

4. Some argue that the ideas of transformational leadership originate in Downton’s (1973)
work. What did he explore?

a. revolution and revolt in society

b. transformation and resistance in society

c. power and transformation in society

d. revolution and resistance in society

5. Which level of Maslow’s (1954) hierarchy of needs is encouraged in followers through

transformational leadership?

a. physiological and safety

b. safety and belonging

c. belonging and esteem

d. esteem and self-actualisation

6. What are the dimensions of Bass and Avolio’s (1999) Full Range Leadership model?

a. transformational, transactional and non-leadership

b. transformational, transactional and laissez-faire leadership

c. transformational, laissez-faire and non-leadership

 d. transformational, transactional and toxic leadership

7. According to Bass’ (1998) definition, which of the following is NOT a characteristic of

transactional leadership?

a. individualised consideration

b. contingent reward

c. active management-by-exception

d. passive management-by-exception

Leaders demonstrate which of the following when they use language to

affect followers’ perceptions of the world, the meaning of events, beliefs
about causes and consequences, and visions of the future.
(A). Framing
(B). Influence
(C). Mentoring
(D). Vision
(E). None of these
MCQ Answer: (A).

Which is NOT true of charismatic leaders?

(A). Charismatic leaders have a vision.
(B). Charismatic leaders are focused on their personal needs.
(C). Charismatic leaders are willing to take high personal risk.
(D). Charismatic leaders have behavior that is unconventional.
(E). None of these
MCQ Answer: (B)

A charismatic leader’s ___ is the key to follower acceptance.

(A). Energy
(B). History with the organization
(C). Credentials
(D). Vision
(E). None of these
MCQ Answer: (D).
Overall evidence shows that transformational leadership is more
powerfully associated as compared to transactional leadership with
which of the following?
(A). Lower turnover rates
(B). Higher productivity
(C). Higher employee satisfaction
(D). All of these
(E). None of these
MCQ Answer: (D)

Which kind of leaders know who they are, believe in and value and act on
those values and beliefs openly and honestly.
(A). Authentic
(B). Transactional
(C). Charismatic
(D). Transformational
(E). None of these
MCQ Answer: (A).

Which is NOT a dimension of trust?

(A). Distance
(B). Competence
(C). Loyalty
(D). Integrity
(E). None of these
MCQ Answer: (A)

Which of the following is a senior employee who supports and sponsors

a less- practiced employee.
(A). Leader
(B). Facilitator
(C). Mentor
(D). Coach
(E). None of these
MCQ Answer: (C).

The mentoring role in leadership includes counseling but not coaching,

and sponsorship.
(A). True
(B). False
MCQ Answer: (B).

Which is NOT a substitute for leadership?

(A). Explicit formalized goals
(B). Professional orientation of employees
(C). Cohesive workgroups
(D). Rigid rules and procedures
(E). None of these
MCQ Answer: (B).

Authentic leaders are honest and true to their followers and to

themselves, and this is the characteristic of all those leaders who
consider themselves within their social environment and spent their
lives according to their standards, values, and ethics.
(A). True
(B). False
MCQ Answer: (A

1. According to Weber (1947), what type of situation is conducive to the emergence of

charismatic leaders?

a. economic stability
b. social stability
c. financial crisis
d. social crisis

Answer:

d: social crisis

2. What aspect of charisma do Davis and Gardner (2012) explore in their investigation of
presidential speeches?

a. personality
b. rhetoric
c. behaviours
d. attribution

Answer:

b: rhetoric

3. Mumford et al. (2008) have offered which categorisation of leadership styles?

a. charismatic, narcissistic, toxic

b. charismatic, pragmatic, transactional
c. charismatic, ideological, pragmatic
d. charismatic, ideological, ethical
Answer:

c:  charismatic, ideological, pragmatic

4. Some argue that the ideas of transformational leadership originate in Downton’s (1973) work.
What did he explore?

a. revolution and revolt in society

b. transformation and resistance in society
c. power and transformation in society
d. revolution and resistance in society

Answer:

a: revolution and revolt in society

5. Which level of Maslow’s (1954) hierarchy of needs is encouraged in followers through

transformational leadership?

a. physiological and safety

b. safety and belonging
c. belonging and esteem
d. esteem and self-actualisation

Answer:

d: esteem and self-actualisation

6. What are the dimensions of Bass and Avolio’s (1999) Full Range Leadership model?

a. transformational, transactional and non-leadership

b. transformational, transactional and laissez-faire leadership
c. transformational, laissez-faire and non-leadership
d. transformational, transactional and toxic leadership

Answer:

b: transformational, transactional and laissez-faire leadership

7. According to Bass’ (1998) definition, which of the following is NOT a characteristic of

transactional leadership?

a. individualised consideration
b. contingent reward
c. active management-by-exception
 d. passive management-by-exception

Answer:

a: individualised consideration

Which of these
is not a type
of power
available to a
manager?

A)Reward

B)Expert

C)Referent

D)Command

2
INCORRECT In order to empower employees, all of the following conditions must
be met EXCEPT:

A)employees must already have acquired the relevant skills.

B)workers need to be recognized for their efforts.

there is a clear definition of the values and mission of the

C)
company.

D)employees must be supported in their decision-making.

3
INCORRECT All of the following are personal traits related to effective leadership
EXCEPT:

A)intelligence.

dominance.
 B)

C)self-confidence.

D)humility.

4
INCORRECT Several behavioural models of leadership identify two basic kinds of
leader behaviours. These are:

A)employee-centred and task-oriented.

B)employee-centred and manager-centred.

C)person-oriented and task-oriented.

D)supportive and directive.

5
INCORRECT What type of behaviour is a leader exhibiting when he trusts his
subordinates and treats them with respect?

A)Employee-centred behaviour

B)Supportive behaviour

C)Directive behaviour

D)Task-oriented behaviour

6 CORRECT
Contingency models argue that whether a manager will be an
effective leader is the result of an interplay between several factors.
Which of the following is not one of these factors?

A)What the manager is like

B)The manager's behaviours

The manager's intelligence

C)
 D)The nature of the situation

7 CORRECT
The Path - Goal theory of leadership proposes that leaders can
motivate subordinates by which of the following?
I. Identifying their desired outcomes
II. Rewarding high performance and goal attainment
III. Clarifying and clearing the paths leading to goal attainment

A)I and II

B)I and III

C)II and III

D)I, II, and III

8
INCORRECT Which of the following is not a characteristic that Fiedler identified as
an important determinant of how favourable a situation is to the
leader?

A)Leader-Member Relations

B)Position Power

C)Subordinates' Maturity

D)Task Structure

9
INCORRECT According to Path-Goal theory, when a leader looks out for the best
interests of subordinates, the leader is exhibiting what type of
behaviour?

A)Directive

B)Participative

Achievement-oriented
C)
 D)Supportive

10
INCORRECT Effective leadership in organizations occurs when managers take
steps to lead in a way that is appropriate for the situation or context
in which leadership occurs and for the subordinates who are being
led. The Leader Substitutes Model alerts managers to the fact that
______________.

A)sometimes they should substitute one leadership style for another

sometimes they need to substitute one source of power for

B)
another

C)sometimes they don't need to exert influence over subordinates

subordinates are often able to report to more than one leader at a

D)
time

11
INCORRECT Managers can engage in transformational leadership by:
I. Being charismatic leaders
II. Engaging in development consideration
III. Intellectually stimulating subordinates

A)I and II

B)II and III

C)I and III

D)I, II, and III

12
INCORRECT Transformational leaders change their followers in all of the following
ways EXCEPT:

A)motivate them to work for their own personal gain or benefit.

motivate them to work for the good of the organization as a

B)
whole.
make them aware of how important their jobs are.
C)
 D)make them aware of their own needs for growth.

13
CORRECT Charismatic leaders have all of the following EXCEPT:

A)a vision that entails dramatic improvements in performance.

B)the ability to clearly communicate their vision.

C)a "larger than life" and exuberant personality.

D)self-confidence and enthusiasm.

14
INCORRECT According to research, when female managers are compared to male
managers,

A)female managers engage in more consideration behaviours.

B)female managers engage in less initiating structure behaviours.

C)female managers sometimes have better interpersonal skills.

D)male managers are consistently more effective.

15
CORRECT While each manager has his or her own personal style of leading,
some research suggests that leadership styles vary by country or
culture as well. Two primary variables that are found to vary across
cultures are people orientation and time horizon. Typical managers in
Canada have a ________________ people orientation and
____________ time horizon.

A)high, short-term

B)low, short-term

C)high, long-term
 D)low, long-term

MCQs
1. What are proper understanding of your emotional intelligence
levels?
As an organizational leader, it is very important for you to have a
proper understanding of your emotional intelligence level and to
understand moods, biases, and how such things relate to leadership
and decision-making within the organization.
2. What is the impact of leaders with highly developed EI effective
leadership skills, what does the research state?
Successful leaders who are highly developed in emotional intelligence
are more prone to effective leadership skills that have a
direct impact on developing high-performance, complex, or successful
organizations.
3. The four fundamental capabilities of EI are?
 Self-Awareness
 Self-Management
 Social Awareness
 Social Skill
4. From a management perspective, what’s the impact of individual
moods?
Individual moods can have both positive and negative effect on
organizations. They can impact perception, which can then affect
individual reality. They are triggers to emotional responses to
events, and they generally last longer than emotions. Organizational
leaders can improve worker moods to enhance productivity through
recognition of worker performance, using humor to lighten
the organizational atmosphere, and by selecting positive workers who
have a contagious effect on the moods of others.
5. What are the three views leaders should deal.
Traditional, Human relations, and interactionist view
6. What is interactionist view?
7. What is human relations views?
 Traditional view sees conflict as negative and dysfunctional, and
believes that all conflict should be avoided. Leaders
view of conflict would determine causes of conflict and make
corrections to improve decisions in the organization. Research
provides evidence that this approach to conflict does not always
result in better performance within an organization.
 Human relations view, is a natural occurrence and is seen as
inevitable. In this view, conflict should be accepted and is
often seen as being beneficial to the performance of the
organization.
 Interactionist view of conflict actually encourages conflict, as
it keeps organizations from becoming static and leads to
change and innovation. There are three types of conflict, according
to the interactionist view:
 Task conflict relates to the “content and goals of work”
(Robbins & Judge, 2010, p. 196)
 Relationship conflict results from interpersonal relationships
 Process conflict “relates to how the work gets done” (Robbins &
Judge, 2010, p. 196)
8. Leadership issues that are important in today’s global
environment that will drive issue in the future are?
The leadership issues of today and into the future will be driven
increasingly by globalization and technology.
9. How is vision accounted for when leaders have the responsibility
to make decisions about the organization?
Leaders have responsibility for making decisions on vision for an
organization to seek to inspire and empower their followers.
10. What does Daniel Goleman say about competency?
Daniel Goleman of Harvard University suggests that increase emotional
intelligence may be more important to leaders than IQ.
11. What is the focus of the scholars in Saudi Arabia and the impact
of their work on organizational structures?
Researchers throughout Saudi Arabia have sought to deepen our
understanding of effective leadership practices amid a wide array
of organizational structures
12. What is the impact on transparency and ethics? Maybe! Chapter 11
A leader who has a strong sense of self and is confident and
independent is more likely to make ethical decisions.
The presence of the internet and other methods of electronic
communication force the issue of leadership transparency and ethics.
13. Which day are negative moods are highest?
Research reflects that negative moods are highest on Sundays and
Mondays and early in the day.
14. When is positive moods are highest?
with positive moods at the highest level at the end of the week and
during the middle of the day.
15. Does one-size- fits-all in leadership and decision-making?
1
MCQs
It is important to understand that there is no such thing as a one-
size-fits-all approach to leadership and decision-making. As such,
every organization is different and faces unique challenges.
16. What is the affective events theory?
Workplace events cause emotional reactions to influence attitudes and
behaviors that impact job satisfaction and performance.
17. What is Fiedler contingency model?
Effective group performance depended on the proper match between the
leader’s style and the degree to which the situation gives
control to the leader.
18. What is the ethical dilemmas in Global organizations?
International business leaders will frequently face ethical dilemmas
such as corruption, bribery, and abuse of power.
19. How does Smith and Victoria (2012) indicated global companies
need leaders who are capable of working anywhere and feel?
Global companies need leaders working anywhere and feel empowered
operating in a diverse and complex environment
20. How does emotional intelligence build?
They will build meaningful connections with their subordinates, which
will lead to better decisions & outcomes for organization.
21. Is learning to think critically is essential to effective
leadership?
As suggested by Mangieri and Block (2004), learning to think
critically is essential to effective leadership.
22. What is the mind map can help a manager or leader?
Mind maps help leaders consolidate and summarize information to
organize information and solve complex problems.
23. What term did Daniel Goleman popularized?
Daniel Goleman popularized the term emotional intelligence in 1995
when he published his book Emotional Intelligence.
24. How is a decision matrix be structured?
25. How are decision matrix can be created?
A decision matrix is a quantitative tool consist of options, which
can be scored, ranked, or weighted. Moreover, a decision matrix
may be considered useful based on the fact that the data provided
could be more objective based on the data contained.
Using a decision matrix, a leader can evaluate and prioritize a list
of options and then evaluate them based on established criteria.
A decision matrix should be used when a leader knows that a list of
options can be narrowed to just one and there are several
different criteria that are the basis of the decision. Leaders use a
standard procedure in developing a decision matrix. This includes
brainstorming the criteria, discussing and refining it and assigning
a weight to it.
26. Why are moods and emotions effective leaders in today’s global
organizations much understand?
Such an understanding can assist you in becoming an effective leader.
The ability to understand emotions and moods and their implications
to worker selection, decision-making, creativity, motivation,
leadership, conflict, and negotiation can help management to manage
and predict behavior.
27. What is the individual biases?
28. What is Bazerman and Moore (2013) discussed several biases that
impact the decision-making process? PAGE 58
Biases Emanating from the Availability Heuristic
1. Ease of Recall (Based on Vividness and Recency) 2. Retrievability
(Based on Memory Structures)
Biases Emanating from the Representativeness Heuristic
3. Insensitivity to Base Rates
4. Insensitivity to Sample Size
5. Misconceptions of Chance
6. Regression to the Mean
7. Conjunction Fallacy
Biases Emanating from the Confirmation Heuristic
8. Confirmation Trap
9. Anchoring
10. Conjunctive and Disjunctive Events Bias
11. Hindsight and the Curse of Knowledge
12. Overconfidence
29. Are leaders are made, not born?
Great Leaders are made, not born.
2
MCQs
30. What is Robbins and Judge (2010) work?
Conflict is broadly defined as the process that “begins when one
party perceives another party has negatively affected, or is about
to negatively affect, something that the first party cares about”.
Organizational conflicts can both create a need for leaders to make
decisions and can stifle the decision-making process. Understanding
both the types of organizational conflict and their impact on
decision-making is therefore essential for effective leadership
decision-making.
31. A leader, using a decision matrix, can evaluate and prioritize
based on?
Using a decision matrix, a leader can evaluate and prioritize a list
of options and then evaluate them based on established criteria.
32. A clearly defined problem identified by management can lead to
what?
A clearly defined problem can lead to a list of solutions. Thus, a
leader should start with a clearly defined problem statement. This
description should include the scope and size of the problem, as well
as how the problem impacts the organization. It should also
note the consequences of the problem.
33. What is the impact on good questions in making good decisions?
An effective leader does not make decisions off the cuff. Instead,
good decisions are grounded in asking good questions
34. What is effective leadership?
 Effective leadership practices purport more of a collaborative
team or group environment, which helped to undergird the
organizational leader, the organization's mission, and the necessary
steps required for effective decision-making.
 Leadership studies throughout the Middle East have sought to
establish highly effective leadership and management practices
within highly transactional environments as well as fluid
organizations.
 Being able to identify effective leadership and management
practices has played a key role in helping organizations to reach
their
maximum potential
 Effective leadership is inclusive and focuses on problem solving
within the organization.
35. Varshney (2014) discussed Khaled Alfaisal Administrative
Leadership Development program that provided global exposure
blended with experiential learning in Saudi Arabia. What is the key
role of the project?
The key role of the assessment center was to observe, evaluate and
eventually rate each participant’s performance.
36. Are effective leaders are skilled at making decision?
As previously noted, effective leaders are skilled at making
decisions
37. Is the decision-making process is contingent upon on the
scenario?
There may be other factors involved that cannot be quantified and
should also be taken into consideration during the decisionmaking
process. It will be contingent upon scenario faced by organizational
leader when navigating through decision-making.
38. What is confirmation biases?
Individuals tend to seek confirmatory information for what they think
is true and fail to search for disconfirmatory evidence.
39. What can conflict avoidance lead to?
Conflict avoidance can facilitate negative outcomes such as
groupthink and uncontrolled opposition that can destroy a group
40. What is the ideal consensus process?
It should defines the problem, examines alternative ideas and
opposing viewpoints sometimes through robust debate
41. Do leaders who have tremendous influence work in isolation?
Leaders do not work in isolation.
42. Confirmation biases occur when leaders fail?
It occurs when leaders fail to focus on perceiving differences in
people and things as opposed to focusing on similarities.
43. What is bounded viability?
Decision-making models can be organized in different ways except by
bounded viability.
44. Who developed of the OODA loop model?
3
MCQs
The OODA loop model was developed by John Boyd for use in military
warfare decision-making.
45. What should management decisions impact outcome?
Management at all levels of the organization is required to make key
decisions that will have a direct impact on desired outcomes.
46. What is theoretical constructs?
Explanatory variable which is not directly observable.
Understanding the interrelated ideas of a theory allows decision-
makers to evaluate whether a particular theory is relevant to a
particular problem. When faced with an urgent management problem, a
thoughtful manager or leader takes necessary steps to
better understand options and alternatives to aid in the decision-
making` process.
47. Which type of bias is overused by leaders when making decisions?
Representative biases
48. Is leaders ability to communicate effectively to empower
followers in a global market will contribute to organizational
success?
Yes, it will continue to be vital for organizational success.
49. What is Anchoring bias?
Individuals make estimates for values based upon an initial value
(derived from past events, random assignment, or whatever
information is available) and typically make insufficient adjustments
from that anchor when establishing a final value.
50. How does the management of problem and question drives decisions?
Developing management problem & question is what drives decisions
throughout the research and problem-solving process.
51. What causes flawed results?
Relying on symptoms to design a research approach nearly always
results in flawed results.
52. What is hindsight?
The bias occurs only after the true outcome of an event is hindsight
53. What’s the influence of the formation of organizational groups
on individuals and on the organization?
The formation of organizational groups can have a positive impact on
individuals and on the organization as they can provide a
sense of security, status and self-esteem; affiliation for social
needs; power through numbers; and goal achievement of
responsibilities that require more than one person for optimal
output.
54. Can group decision-making can be a contributor to organizational
success?
Yes, it can be a strong contributor to organizational success
55. Can group decision-making can suffer from external conflicts?
Yes, it can suffer from time delays, internal conflicts, and
pressures of conformity.
56. What is the Alatawi, Dwivedi, Williams, and Rana (2014) suggested
that Saudi Arabian organizations that encourage employees to
tend to create a knowledge-sharing culture?
Saudi organizations that encourage employees to share knowledge tend
to create a knowledge-sharing culture
57. What are not influence ethical decision-making?
What is influencing is organization policies, rewards system &
recognition, and legal standards an organization complies with.
58. What is an increasingly using social media to communicate with
their followers?
Leadership decisions are now communicated on the internet and in the
media almost instantaneously every day. This new
dimension to leadership will increasingly be a challenge to all
leaders as they seek to gain and maintain the trust of their
followers
59. Are emotions that are the same across cultures and can impact how
leaders make decisions?
Basic emotions are the same across cultures. These emotions included
happiness, sadness, fear, disgust, and anger.
60. What is the first stage of conflict is the presence of potential
opposition or incompatibility?
Communication, Structure, & Personal variables
4
MCQs
61. What is an example decision bias?
62. The second stage of conflict occurs when the potential source of
conflict is actualized?
This is the stage where conflict is actually defined. A leader’s
role during this stage is very important.
63. What are in which stage of conflict? Robbins and Judge (2010)
described five intentions of conflict
The third stage in the conflict process involves understanding the
intentions of those who are part of the conflict.
1. Competing: When people attempt to achieve goals at the expense of
others
2. Collaborating: When both parties attempt to find a win-win
situation
3. Avoiding: When conflict is avoided in the hope that it will go
away
4. Accommodating: When someone gives up to make another person happy
5. Compromising: When a midrange solution is agreed on
64. Which stage of conflict is the process of outcomes and important
and is very important to organizational leaders and decisionmakers
?
The fifth stage of this process is that of outcomes.
65. Is culture an organization provides signals to employees what is
right and wrong?
Yes, the culture of an organization provides signals to employees
about what is right and wrong.
66. What have researchers throughout Saudi Arabia found for effective
leadership?
They sought to deepen our understanding of effective leadership
practices amid a wide array of organizational structures
67. What does Robbins and Judge (2010) included?
They discussed the conflicts and ethical decisions (criteria should
use to make ethical decisions, establish ethical principles for
decision-makers and modify them to reflect cultural norms, include:
trait, behavioral, and contingency theories)
68. What is transformation leadership?
Inspire followers to transcend their self-interest for the good of
the organization.
5
MCQs
69. What is transactional leadership?
Guide or motivate their followers in the direction of established
goals by clarifying role and task requirements.
70. What is authentic leadership?
Individuals who know and understand themselves, who espouse and act
consistently with higher-order ethical values, and who
empower and inspire others with their openness and authenticity.
71. This type of leader focusses on ensuring their followers’ goals
and needs?
Servant leadership focus on ensuring followers’ goals & needs are
met to realize the vision and mission of the organization..
72. Is trust is the positive expectation that others will not
opportunistically benefit from one’s actions?
Trust is the positive expectation that others will not
opportunistically benefit from one’s actions.
73. Would an enlightened manager or leader will often use exploration
to take a symptom or ambiguous?
Yes, he will often use exploration to take a symptom or ambiguous
issue, discover more about the problem itself, and turn the
management dilemma into actionable research.
74. Will a leader need to gather and analyze data before an issue
becomes clear and solutions can be developed?
Yes, a leader will need to gather and analyze data before the issue
becomes clear and solutions can be developed.
75. Would the leader be ready to address managerial questions that
could lead to problem resolution?
Once data are gathered, the leader is ready to address the managerial
questions that could lead to problem resolution
76. At which stage can leaders use tools in the decision-making
process?
Research and Solution Development
77. What is doubting ideas?
78. What is the concept of ethical relativism?
“When in Rome, do as the Romans do.”
79. Is transparency considered unethical?
No
What is groupthink
Solid group, blind & unwilling to consider alternatives. They display
high harmony and low conflict, however they overestimate
their abilities and skills, closeminded, and pressure one another to
follow to the group.
Ethical standards.
Leaders of global organizations must establish ethical principles for
decision-makers and modify them to reflect cultural norms if
high standards are to be upheld and consistent practices are to be
achieved. Global leaders must be both ethical and legal.
 Constructive conflict is when it improves the quality of
decisions, stimulates creativity and innovation, encourages interest
and curiosity among group members, provides the medium through which
problems can be aired and tensions released, and
fosters an environment of self-evaluation and change.
 Trait theory: consider personal qualities and characteristics that
differentiate leaders from non-leaders.
 Behavioral theory: specific behaviors differentiate leaders from
non-leaders.
 Charismatic leadership theory: followers make attributions of
heroic or extraordinary leadership abilities when they observe
certain behaviors.
 Contemporary leadership: charismatic leadership & transformational
leadership
6
MCQs
80. What is value system?
Value system: A hierarchy based on a ranking of an individual’s
values in terms of their intensity.
Values represent basic convictions that “a specific mode of
existence is personally or socially preferable to an opposite mode.”
They contain a judgmental element in an individual’s ideas as to
what is right, good, or desirable. Values have both content and
intensity attributes.
81. Describe the two primary bargaining strategies associated with
negotiation?
Negotiation is a process in which parties attempt to agree on the
exchange rate for goods and services. It has two strategies:
1. Distributive bargaining: can resolve disputes, but is
confrontational in nature and focused on short-term outcomes.
2. Integrative bargaining: is intended to develop outcomes that
satisfy all parties and that build lasting relationships.
82. Give me an of the six steps in the decision-making process.
1. Define the problem: Fairly well specified in each of the four
scenarios.
2. Identify the criteria: Most decisions require you to accomplish
more than one objective.
3. Weight the criteria: Different criteria will vary in importance to
a decision maker.
4. Generate alternatives: identification of possible courses of
action.
5. Rate each alternative on each criterion: How each alternative
solutions achieve each of the defined criteria?
6. Compute the optimal decision: consists of:
(a) Multiply ratings by the weight of each criterion
(b) Add the weighted ratings across all of the criteria for each
alternative
(c) Choose the solution with the highest sum of the weighted ratings.
83. Choose three countries and give examples of how conflict is
viewed in those cultures.
Organizational leadership should also be aware of cultural
differences in conflict and negotiations.
 Japan , conflict is considered a negative interaction and is
usually avoided.
 Italy , however, conflict is an acceptable communication norm.
 U.S ., a winner-take all negotiation style is considered
acceptable,
 Sweden , a country that values harmony and fairness.
 Saudi Arabia , and Middle East, the opportunity to respond to
conflict in a way that advances because of your organization.
Keep in mind that conflict, although commonly thought of as a
destructive force, can certainly bring about positive results if
handled with appropriate skill and leadership competence.
84. List and explain examples of ethical issues a global leader will
face.
 Falsifying/misrepresenting contracts or financial statements
 Paying/accepting bribes, kickbacks, or inappropriate gifts
 Tolerating sweatshop conditions, child labor, or other employee
abuses
 Employing false/deceptive marketing practices
 Engaging in deceptive, discriminatory, or predatory pricing
 Deceiving/abusing intermediaries in international channels
 Engaging in activities that harm the natural environment
85. Explain the Robbins and Judge (2010) discussed several criteria
that leaders should use to make ethical decision.
Ethical considerations should be an important criterion in all
organizational decision making. Three ethical decision criteria:
 Utilitarianism:
o + Making decisions solely on the basis of their outcomes, to
provide greatest good for greatest number. This view
dominates business decision making. It is consistent with goals such
as efficiency, productivity, and high profits.
o - Leaders might ignore the rights of some individuals while
addressing the benefits of others.
 Rights:
o + Respecting and protecting the basic rights of individuals, such
as the right to privacy, free speech, and due process.
o - It protects Whistle-blowers: individuals who report unethical
practices by their employer to outsiders.
 Justice:
o + Rules are imposed fairly and impartially
o - create a sense of entitlement in the organization
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MCQs
86. Explain example of Trust as it relates to leaders in
organizations.
Trust exists when you agree to make yourself vulnerable to another
because you have positive expectations about how things are
going to turn out. Trust is a primary attribute associated with
leadership; breaking it can have serious adverse effects on a
group’s
performance. Trust and trust-worthiness modulate the leader’s access
to knowledge and cooperation.”
Three key characteristics lead us to believe a leader is trustworthy:
 Integrity refers to honesty and truthfulness.
 Benevolence means the trusted person has your interests at heart,
even if yours aren’t necessarily in line with theirs.
 Ability encompasses an individual’s technical and interpersonal
knowledge and skills.
Consequences of trust:
 Trust encourages taking risks.
 Trust facilitates information sharing.
 Trusting groups are more effective.
 Trust enhances productivity.
87. Explain the two major schools of thought when it comes to
decision-making.
Two distinct categories based on an analytical process of making a
rational decision.
Descriptive: how decisions are actually made.
 How people act in reality
 Why do they act this way?
Prescriptive: making the best possible decision in light of all
available options
 How people make decisions
 Finds out the best decisions
 Assuming an ideal decision-maker
88. Explain the heuristics that work, Hoy and Tarter (2010) provided
several reasons why heuristics are used.
 Situations are changing
 Decision outcomes are not clear
 Unreliable information
 Goals are not clear or specified
 Many decisions needed each day
Mental shortcuts that play a key role in decision-making. It ignores
part of the information, with the goal of making decisions
more quickly than more complex methods.
Which of the following is a typical characteristic of heuristics?
a.They provide us with a simple way of dealing with complex problems.
The affect heuristic can explain why
d.Stock prices go up on sunny days.
Decisions that are made based on those past experiences are obviously
no guarantee of future success. However, heuristics, if
understood and practiced correctly, can yield positive results.
89. Explain the major decision-making models
 Rational: managers will make logical decisions and optimum for the
organization interest
 Bounded rationality: ability of the decision maker to be rational
is limited by many constrains
 Satisfying: managers seek alternatives till finding one
satisfactory not optimal
 Incremental: managers take small, short-term steps to alleviate a
problem
90. Explain the method used by organizations to solve problems in
online communities is called crowdsourcing.
It was first introduced in Wired magazine by Jeff Howe to explain the
way groups solve problems in online communities. It is
used when a member of an organization broadcasts a problem and asks
others for solutions. Simply, by using technology to reach
millions of people, new ideas can be generated to solve problems and
make decisions. It has 6 steps:
1. Company has a problem.
2. Company Broadcasts the problem online.
3. The online “Crowd” submits solutions.
4. The crowd and company evaluate solutions jointly.
5. Company rewards winning solvers.
6. Company and community profit.
Disadvantages are:
Could change organization direction
Some problem not attracted enough
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MCQs
Low recognition for crowd members
91. Explain the differences between divergent and convergent thinking
in the decision-making process.
Groups use both divergent and convergent thinking to explore problems
& make decisions.
Divergent thinking is “thought processes or methods used to generate
ideas”, and spontaneous in nature.
Convergent thinking is “organized, understandable & structured
format” with variety of techniques to generate ideas and
solutions, and to make decisions.
92. Explain how important it is for leaders to exhibit competency in
decision-making skills within the organization. ‫دا اقرب جواب‬
With uncertainty, leaders are forced to make decisions with limited
hard data as they are faced with unknowns or a high level of
ambiguity. Decision-making skills are essential abilities that are
required in order to keep organizations moving in the right
direction.
93. Explain the importance of management and leadership and decision-
making within the organization.
Without proper decision-making, it is only a matter of time before
undesirable results occur within the organization. Leaders are
required to make key decisions that will have a direct impact on how
the organization solves its internal problems, reacts to
external pressures, and ultimately accomplishes its mission.
Organizations require individuals who hold such positions to make
sound decisions with the intent of producing desired outcomes.
94. Explain an example of something in the organization that may be
used to develop an organizational theory.
Theory is used to predict or explain what is happening. In individual
and organizational instances, a theory is built upon
definitions and systematically interrelated concepts. Leaders who
have understanding of relevant theories are in the best position
to make insightful decisions. For example, a person may have a theory
about whether or not it will rain this afternoon. He or she
may not consciously think about the afternoon rain theory when clouds
begin to form, but undoubtedly a preconception exists.
In the study of decision-making and organizational leadership, theory
plays a very important role. Today’s managers and leaders
address organizational problems that require a full understanding of
theoretical constructs. Leaders may not think about theory
every hour of every day at work, but astute leaders rely on
theoretical constructs to understand the organization and make sound
decisions. Understanding the interrelated ideas of a theory allows
decision-makers to evaluate whether a particular theory is
relevant to a particular problem.
95. Explain ineffective leadership behavior affects individual &
organizational performance within context of Jordanian institution.
Aboyassin and Abboud conducted a study to explore how ineffective
leadership behavior affects individual and organizational
performance within the context of Jordanian institutions. This study
was limited to the manager's point of view and suggests that
there are similarities with managers in Arab institutions. However,
the researchers caution about generalizing the results of the
study to other Arabian countries. Nevertheless, there were quite a
number of practical implications and useful information that
may help curb or even eliminate ineffective leadership practices
which may exist not only in Jordanian institutions, but also in
surrounding territories.
96. Describe the concept and key attributes and effectiveness of
servant leadership.
Servant leadership focus on ensuring followers’ goals & needs are
met to realize the vision and mission of the organization. They
value people, encourage participation, share power, and help others
to realize their full potential.
97. Explain the differences in ‘groups’ and ‘teams’ in a work
environment.
Group: two or more freely acting individuals who share collective
norms & goals, and have a common identity
o Formal: doing something productive for the firm & headed by a
leader
o Informal: people seeking friendship & no official leader
Team: small group with complementary skills committed to common
purpose, performance goals & approach accountable for
o Advice team: broaden information base for managerial decisions
(committee)
o Production team: performing day-to-day operations (assembly team)
o Project team: cross-functional team to creative problem solving
(research)
o Action team: accomplish tasks that require specialized people &
high coordination (surgery team)
98. Explain the concept and key attributes and effectiveness of
authentic leadership
Individuals who know and understand themselves, who espouse and act
consistently with higher-order ethical values, and who
empower and inspire others with their openness and authenticity.
 Possess solid values/passion for purpose
 Inspire their followers
 Lead with compassion & make difficult decisions
 Stay connected to others
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MCQs
 Demonstrate self-discipline & avoid unethical risks  Admit their
mistakes.
99. Explain who have the ability to lead the way despite the
increased complexity of our modern world.
Various leadership studies conducted in Saudi Arabia in the Middle
East show that there is a strong interest in ethical leaders who
have the ability to lead the way despite the increased complexity of
our modern world. Organizations must focused on increasing
value to the organization and the communities where they do business.
As many organizations have branched out from local
influence and into the global marketplace, leaders are required to
have a proper understanding of the impact of global ethics on
leadership decision-making.
A code of ethics and recurring ethics training are important within
any organization. It is not enough, however, to simply post a
code of ethics and/or train employees on the code. Leaders must
create an ethical culture within organizations if ethical
decisionmaking
is going to occur. Ethics should be emphasized throughout the daily
activities of the organization’s employees.
Five Conflict-Handling Styles
Avoiding: “Maybe the problem will go away”
Accommodating: “Let’s do it your way”
Forcing: “You have to do it my way”
Compromising: “Let’s split the difference”
Collaborating: “Let’s cooperate to win-win solution”
Describe the Greenberg (2011) five stages of group progress?
Forming: members are getting to know one another.
Storming: high degree of conflict
Norming: Once the conflicts are resolved, the group enters a norming
stage, during which members form relationship
Performing: group actually begins its work and can accomplish the tasks assigned to it.
Adjourning: task is accomplished and the group is no longer needed

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