Exam 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

A strategy can be defined as a set of related actions that managers take to increase their company's performance.

Which of the following is not a characteristic of well-constructed goals?

Ralph is a well-liked manager at Aries Inc. He eloquently communicates the goals of the organization and has been successful in making the organization's vision part of its culture. Which of the following characteristics of good strategic leaders can be observed in Ralph?

Strategy formulation refers to the:

Systematic errors in the decision-making process are most often caused by:

Research finds that leaders who exhibit a high degree of emotional intelligence tend to be significantly less effective than those who do not.

Which of the following is not a cognitive bias?

Strategic leadership is concerned with how to most effectively manage a company's strategy-making process to create competitive advantage.

Emergent strategies are the unplanned responses to unforeseen circumstances.

A SWOT analysis is implemented to fine-tune strategies.

Which of the following statements is true about emergent strategies?

The scenario approach to strategic planning involves:

Mintzberg maintains that emergent strategies are often successful and may be more appropriate than intended strategies.

Holly owns a landscape company and is thinking about expanding her services to include outdoor water features (waterfalls, streams, ponds). If, before making this decision, she looks at the experience of similar firms that have added outdoor water features, she is employing:

Which of the following statements is true about functional-level managers?

The CEO is a company's principal general manager.

An important first step in the process of formulating a company's mission is to answer the question:

Evidence suggests that the best way to maximize the long-run return to shareholders is to focus on:

In a typical scenario planning exercise:

Jeffrey Pfeffer believes that a manager's power comes from his or her: