QuizQuestion 1 (5 points)


Who is MOST likely to be



Question 1

(5 points)


Who is MOST likely to be

held accountable when something goes wrong?

Question 1 options:

Top Management

Middle Management


Board of Directors

Question 2

(5 points)


______________ is based on interacting with others to create shared organizational purpose and reality, influencing and structuring attitudes, helping followers to identity their value systems, and emphasizing people rather than tasks.

Question 2 options:





Question 3

(5 points)

Which one of the following is NOT one of the six important areas of mastery for team leaders?

Question 3 options:

Financial background

Liaison skills

Background and expertise

Communication skills

Question 4

(5 points)

Which of the following cuures is denoted by being supportive and interactive?

Question 4 options:

Adhocracy cuure

Hierarchy cuure

Market cuure

clan cuure

Question 5

(5 points)

Middle managers who feel underappreciated by the upper level executives do NOT have which of the following in common?

Question 5 options:

Lack of information

Financial troubles

Poor communication

Difficu/demoralizing policies

Question 6

(5 points)

Middle managers are regarded:

Question 6 options:

as strong visionaries.


as forgotten practitioners.

as strong advocates for long-term planning and change.

Question 7

(5 points)

Heahcare leaders face all of the following environmental challenges EXCEPT:

Question 7 options:

millions of first-time recipients of heah insurance.

technological changes dramatically influencing the nature and exchange of information.

mission statements for their organizations.

an aging population.

Question 8

(5 points)

What term indicates a transactional, authoritative position derived from the organizational hierarchy that is concerned with internal consistency, procedures and policies, setting goals for employees, and emphasizing tasks and duties?

Question 8 options:





Question 9

(5 points)

Master leaders are capable of establishing a balance between the forces of:

Question 9 options:

short-term goals only.

certainty and transformation.

management but not leadership.

task needs but not people needs.

Question 10

(5 points)


Question 10 options:

relies on influence to position the organization for success in a dynamic environment.

relies on vision to position the organization for success in a dynamic environment.

focuses on change and adaptability.

focuses on standards and protocols.

Question 11

(5 points)

_________________________ creates change within a cuure of integrity that helps the organization thrive over the long haul by promoting openness and honesty, positive relationships, and long-term innovation.

Question 11 options:



Succession planning

Goal planning and setting

Question 12

(5 points)

How many steps does effective succession planning involve?

Question 12 options:





Question 13

(5 points)

Which roles rely on creativity and communication skills to bring about change and to acquire resources necessary for change management?

Question 13 options:

Monitor and Coordinator

Coordinator and Broker

Innovator and Monitor

Innovator and Broker

Question 14

(5 points)

What is required to move an organization and position it for success in a dynamic environment, relying more on the tools of persuasion and influence, and focusing on change and adaptability?

Question 14 options:



Set up to fail syndrome

Strategic Value

Question 15

(5 points)

Which group uses functional goals and policies to create deliverable outcomes?

Question 15 options:

Master Leaders



Senior Leaders

Question 16

(5 points)

Which of the following is NOT one of the four leadership roles of the Competing Values Framework?

Question 16 options:


Vision Setter


Master Trend Setter

Question 17

(5 points)

___________ involves evaluation of current organizational capabilities and future needs and identification of suitable candidates who could assume key positions within the organization.

Question 17 options:

Succession Planning


Strategic value

Vroom’s Expectancy Theory

Question 18

(5 points)

The term executive span refers to the:

Question 18 options:

number of individuals directly reporting to a senior executive.

number of hospitals a senior executive is responsible for.

span of authority given to a senior executive by the board of directors.

span of daily activities a senior executive has.

Question 19

(5 points)

Synthesizing information does NOT consist of:

Question 19 options:

gathering intelligence on the feasibility of new programs.

scheduling due dates for reports from market research vendors.

communicating the activities of competitors and suppliers.

assessing changes in the external environment.

Question 20

(5 points)

Which one of the following is a task of a high-impact manager?

Question 20 options:

Non-technical tasks linked to the operating core, routines, and compliance

People tasks involving leading, motivating, and developing direct reports

Rote tasks associated with day-today operations

Collecting and distributing daily reports