the identities of corporations are mere reflections of the personalities

Question 1 (1 point)Question 1 Saved1. Please choose the grammatically correct item.Question 1 options:a)Increasingly, the identities of corporations are mere reflections of the personalities of their leaders, today, a business magazine won’t run a cover story about Ford Motor Company; instead, it will feature the company’s CEO, Jacques Nasser, in full-color spread.b)Increasingly, the identities of corporations are mere reflections of the personalities of their leaders. Today, a business magazine won’t run a cover story about Ford Motor Company; instead, it will feature the company’s CEO, Jacques Nasser, in full-color spread.c)Increasingly, the identities of corporations are mere reflections of the personalities of their leaders. Today, a business magazine won’t run a cover story about Ford Motor Company, instead, it will feature the company’s CEO, Jacques Nasser, in full-color spread.d)Increasingly, the identities of corporations are mere reflections of the personalities of their leaders. Today, a business magazine won’t run a cover story about Ford Motor Company; instead, it will feature the company’s CEO. Jacques Nasser in full-color spread.SaveQuestion 2 (1 point)Question 2 Unsaved2. Please choose the grammatically correct item.Question 2 options:a)This focus on personality is peculiarly American, perhaps an outward manifestation of our collective unconscious on which the image of George Washington astride his powerful white steed is indelibly depicted.b)This focus on personality is peculiarly American. Perhaps an outward manifestation of our collective unconscious—on which the image of George Washington astride his powerful white steed is indelibly depicted.c)This focus on personality is peculiarly American, perhaps an outward manifestation of our collective unconscious. On which the image of George Washington astride his powerful white steed is indelibly depicted.d)This focus on personality is peculiarly American. Perhaps an outward manifestation of our collective unconscious, on which the image of George Washington astride his powerful white steed is indelibly depicted.SaveQuestion 3 (1 point)Question 3 Unsaved3. Please choose the grammatically correct item.Question 3 options:a)During that time, we applied our theories not only to political leaders but, unique in the world, to leaders of business corporations. And, of course, we got it wrong. “We” meaning those of us in American business, academia, consulting, and journalism who habitually discussed, studied, and wrote about leadership solely as an individual trait.b)During that time, we applied our theories not only to political leaders. But, unique in the world, to leaders of business corporations. And, of course, we got it wrong. “We” meaning those of us in American business, academia, consulting, and journalism who habitually discussed, studied, and wrote about leadership solely as an individual trait.c)During that time, we applied our theories not only to political leaders but, unique in the world, to leaders of business corporations. And, of course, we got it wrong, “we” meaning those of us in American business, academia, consulting, and journalism who habitually discussed, studied, and wrote about leadership solely as an individual trait.d)During that time, we applied our theories not only to political leaders but, unique in the world, to leaders of business corporations. And, of course, we got it wrong. “We” meaning those of us in American business, academia, consulting, and journalism. Who habitually discussed, studied, and wrote about leadership solely as an individual trait.SaveQuestion 4 (1 point)Question 4 Unsaved4. Please choose the grammatically correct item.Question 4 options:a)Does it make any real difference whether leadership is treated as an institutional capacity or as an individual trait? Because fundamental premises drive behavior, when leadership is thought of as an organizational trait. There are profound consequences for almost everything that follows. For example, because ABB views leadership organizationally, its highly respected former CEO, Percy Barnevik, could retire at age five-four in full confidence that the company had the capacity to carry on successfully without him.b)Does it make any real difference whether leadership is treated as an institutional capacity or as an individual trait? Because fundamental premises drive behavior, when leadership is thought of as an organizational trait, there are profound consequences for almost everything that follows. For example, because ABB views leadership organizationally, its highly respected former CEO, Percy Barnevik, could retire at age five-four in full confidence that the company had the capacity to carry on successfully without him.c)Does it make any real difference whether leadership is treated as an institutional capacity or as an individual trait? Because fundamental premises drive behavior, when leadership is thought of as an organizational trait, there are profound consequences for almost everything that follows, for example, because ABB views leadership organizationally, its highly respected former CEO, Percy Barnevik, could retire at age five-four in full confidence that the company had the capacity to carry on successfully without him.d)Does it make any real difference whether leadership is treated as an institutional capacity or as an individual trait, because fundamental premises drive behavior, when leadership is thought of as an organizational trait, there are profound consequences for almost everything that follows. For example, because ABB views leadership organizationally, its highly respected former CEO, Percy Barnevik, could retire at age five-four in full confidence that the company had the capacity to carry on successfully without him.SaveQuestion 5 (1 point)Question 5 Unsaved5. Please choose the grammatically correct item.Question 5 options:While this discussion may sound familiar, what is striking is that none of the companies we studied stresses all twelve of the systems we identified. Instead, they focus on managing a few systems tightly, while leaving the others loose.While this discussion may sound familiar, what is striking is that none of the companies we studied stresses all twelve of the systems we identified, instead, they focus on managing a few systems tightly, while leaving the others loose.While this discussion may sound familiar. What is striking is that none of the companies we studied stresses all twelve of the systems we identified. Instead, they focus on managing a few systems tightly, while leaving the others loose.While this discussion may sound familiar, what is striking is that none of the companies we studied stresses all twelve of the systems we identified. Instead, they focus on managing a few systems tightly. While leaving the others loose.SaveQuestion 6 (1 point)Question 6 Unsaved6. Please choose the grammatically correct item.Question 6 options:a)There is an old Chinese curse that runs, “May you live in interesting times.” Whether we choose to believe it or not. We live in interesting times. We live in a time of incredible economic growth and rising globalization. We live in an era of increased personal wealth and the rising tide of democracy. Finally, we live on the verge of new frontiers—searching for life on Mars, completing the genome project, and exploring the darkest depths of our oceans.b)There is an old Chinese curse that runs, “May you live in interesting times.” Whether we choose to believe it or not, we live in interesting times. We live in a time of incredible economic growth and rising globalization, we live in an era of increased personal wealth and the rising tide of democracy. Finally, we live on the verge of new frontiers—searching for life on Mars, completing the genome project, and exploring the darkest depths of our oceans.c)There is an old Chinese curse that runs, “May you live in interesting times.” Whether we choose to believe it or not, we live in interesting times. We live in a time of incredible economic growth and rising globalization., we live i
n an era of increased personal wealth and the rising tide of democracy, finally, we live on the verge of new frontiers—searching for life on Mars, completing the genome project, and exploring the darkest depths of our oceans.d)There is an old Chinese curse that runs, “May you live in interesting times.” Whether we choose to believe it or not, we live in interesting times. We live in a time of incredible economic growth and rising globalization. We live in an era of increased personal wealth and the rising tide of democracy. Finally, we live on the verge of new frontiers—searching for life on Mars, completing the genome project, and exploring the darkest depths of our oceans.SaveQuestion 7 (1 point)Question 7 Unsaved7. Please choose the grammatically correct item.Question 7 options:a)Tomorrow’s leaders will need to come up with innovative ways to satisfy different needs and preferences of a diverse workforce. They will need to go beyond the kind of cafeteria rewards systems that are popular today. Diversity also increases the potential for conflict in the workplace, so leaders will need strong conflict-management skills to create the teams that are so important in the contemporary work environment.b)Tomorrow’s leaders will need to come up with innovative ways to satisfy different needs and preferences of a diverse workforce, they will need to go beyond the kind of cafeteria rewards systems that are popular today, because diversity also increases the potential for conflict in the workplace, so leaders will need strong conflict-management skills to create the teams that are so important in the contemporary work environment.c)Tomorrow’s leaders will need to come up with innovative ways to satisfy different needs and preferences of a diverse workforce. They will need to go beyond the kind of cafeteria rewards systems that are popular today. Diversity also increases the potential for conflict in the workplace, leaders will need strong conflict-management skills to create the teams that are so important in the contemporary work environment.d)Tomorrow’s leaders will need to come up with innovative ways to satisfy different needs and preferences of a diverse workforce. They will need to go beyond the kind of cafeteria rewards systems that are popular today, diversity also increases the potential for conflict in the workplace, so leaders will need strong conflict-management skills to create the teams that are so important in the contemporary work environment.SaveQuestion 8 (1 point)Question 8 Unsaved8. Please choose the grammatically correct item.Question 8 options:a)Because of technology, an increasing percentage of today’s workers are “knowledge workers,” from the ubiquity of cell phones, pagers, email, and faxes, leaders are literally never out of touch with the workplace and people—for better or for worse. This may increase the flow of information but may also reduce the time available for renewal and reflection, which are critical for effective leadership.b)Because of technology, an increasing percentage of today’s workers are “knowledge workers.” From the ubiquity of cell phones, pagers, email, and faxes, leaders are literally never out of touch with the workplace and people—for better or for worse, this may increase the flow of information but may also reduce the time available for renewal and reflection, which are critical for effective leadership.c)Because of technology, an increasing percentage of today’s workers are “knowledge workers.” From the ubiquity of cell phones, pagers, email, and faxes, leaders are literally never out of touch with the workplace and people—for better or for worse. This may increase the flow of information but may also reduce the time available for renewal and reflection, which are critical for effective leadership.d)Because of technology, an increasing percentage of today’s workers are “knowledge workers.” From the ubiquity of cell phones, pagers, email, and faxes, leaders are literally never out of touch with the workplace and people. For better or for worse. This may increase the flow of information but may also reduce the time available for renewal and reflection, which are critical for effective leadership.SaveQuestion 9 (1 point)Question 9 Unsaved9. Please choose the grammatically correct item.Question 9 options:a)In looking ahead, especially for the upcoming generation of leaders, our point is that the future is uncertain, however, there are lessons from the past that will continue to be an important part of the future’s landscape. In fact, research strongly suggests that the ability to look first to our past before we march blindly forward actually strengthens our capacity to see the future more clearly.b)In looking ahead, especially for the upcoming generation of leaders, our point is that the future is uncertain, however, there are lessons from the past that will continue to be an important part of the future’s landscape, in fact, research strongly suggests that the ability to look first to our past before we march blindly forward actually strengthens our capacity to see the future more clearly.c)In looking ahead, especially for the upcoming generation of leaders, our point is that the future is uncertain. However, there are lessons from the past that will continue to be an important part of the future’s landscape, in fact, research strongly suggests that the ability to look first to our past before we march blindly forward actually strengthens our capacity to see the future more clearly.d)In looking ahead, especially for the upcoming generation of leaders, our point is that the future is uncertain. However, there are lessons from the past that will continue to be an important part of the future’s landscape. In fact, research strongly suggests that the ability to look first to our past before we march blindly forward actually strengthens our capacity to see the future more clearly.SaveQuestion 10 (1 point)Question 10 Unsaved10. Please choose the grammatically correct item.Question 10 options:a)Despite all the advances in technology, after all the irrational exuberance over the Internet has come and gone, we’ll learn again what we already know. Leadership is a relationship. Sometimes the relationship is one-to-many, sometimes it’s one-to-one. But regardless of whether the number is one or one thousand, leadership is a relationship between those who aspire to lead and those who choose to follow.b)Despite all the advances in technology, after all the irrational exuberance over the Internet has come and gone, we’ll learn again what we already know—leadership is a relationship. Sometimes the relationship is one-to-many. Sometimes it’s one-to-one. But regardless of whether the number is one or one thousand, leadership is a relationship between those who aspire to lead and those who choose to follow.c)Despite all the advances in technology, after all the irrational exuberance over the Internet has come and gone, we’ll learn again what we already know. Leadership is a relationship. Sometimes the relationship is one-to-many. Sometimes it’s one-to-one. But regardless of whether the number is one or one thousand. Leadership is a relationship between those who aspire to lead and those who choose to follow.d)Despite all the advances in technology, after all the irrational exuberance over the Internet has come and gone. We’ll learn again what we already know. Leadership is a relationship. Sometimes the relationship is one-to-many. Sometimes it’s one-to-one. But regardless of whether the number is one or one thousand, leadership is a relationship between those who aspire to lead and those who choose to follow.

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