Chapter 3 - True/False - Questions
1. Being a good manager in today's flexible, innovative and dynamic environment is
not enough; all managers (HR included) also need to play a leadership role.
2. Managers innovate and leaders administer; managers inspire and leaders
control; leaders accept the status quo, while managers change it.
3. Effective leadership can make a difference in organisational performance.
4. The situational-based approach of leadership expanded the trait theory to include
tasks to be completed, the factors affecting the situation both leader and
followers are in, and the personality traits of the followers.
5. Transactional leadership consists of four behavioural components, namely
charisma, inspiration, intellectual stimulation and individual consideration.
6. Group leadership approaches will require the transformation of the role of
management at all levels within the organisation, with more time spent on
initiating problem-solving among team members and absorbing internal and
external information to ensure the best possible decision-making.
7. The executive team leadership approach means that the CEO shares power with
the top management team. The advantage of this approach is that team
members can compensate for weaknesses in the skills of the CEO.
8. Focusing on the reorientation type of organisation change, Nadler suggests that
two types of leadership are required, namely heroic leadership and instrumental
leadership.
9. Strategic change teams (SCTs) are appointed by the executive team and are
responsible for driving critical business priorities and initiatives by means of
generating innovative solutions.
10. According to the model designed by Rosen & Brown, the HR leader must start
his or her own leadership orientation with some basic assumptions about human
nature and organisational life.
11. According to Hinterhuber & Krauthammer, the sources of leadership are
alertness to opportunity and the imagination and vision to exploit or capitalise on
it, thereby creating value for all the stakeholders - people, society, customers and
shareholders.
12. Leadership and management are complementary.
1. Being a good manager in today's flexible, innovative and dynamic environment is
not enough; all managers (HR included) also need to play a leadership role.
2. Managers innovate and leaders administer; managers inspire and leaders
control; leaders accept the status quo, while managers change it.
3. Effective leadership can make a difference in organisational performance.
4. The situational-based approach of leadership expanded the trait theory to include
tasks to be completed, the factors affecting the situation both leader and
followers are in, and the personality traits of the followers.
5. Transactional leadership consists of four behavioural components, namely
charisma, inspiration, intellectual stimulation and individual consideration.
6. Group leadership approaches will require the transformation of the role of
management at all levels within the organisation, with more time spent on
initiating problem-solving among team members and absorbing internal and
external information to ensure the best possible decision-making.
7. The executive team leadership approach means that the CEO shares power with
the top management team. The advantage of this approach is that team
members can compensate for weaknesses in the skills of the CEO.
8. Focusing on the reorientation type of organisation change, Nadler suggests that
two types of leadership are required, namely heroic leadership and instrumental
leadership.
9. Strategic change teams (SCTs) are appointed by the executive team and are
responsible for driving critical business priorities and initiatives by means of
generating innovative solutions.
10. According to the model designed by Rosen & Brown, the HR leader must start
his or her own leadership orientation with some basic assumptions about human
nature and organisational life.
11. According to Hinterhuber & Krauthammer, the sources of leadership are
alertness to opportunity and the imagination and vision to exploit or capitalise on
it, thereby creating value for all the stakeholders - people, society, customers and
shareholders.
12. Leadership and management are complementary.
