Which of the following is a difference between strategies and execution?
A. Strategies specify what we do right now, whereas execution provides direction for translating a vision into action.
B. Strategies do not come naturally, whereas execution comes naturally.
C. Strategies are more important than execution in strategic leadership.
D. Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen.
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To improve strategic leadership, leaders can:
A. accept an answer rather than looking for patterns in what they see and hear.
B. ignore buy-in among employees and other stakeholders who may have conflicting views and interests.
C. identify weak points in the necessary skills required for thinking strategically and work toward correcting them.
D. stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation.
Which of the following statements is true of an organization's vision?
A. It is the property of a leader.
B. It cannot be realistically achieved.
C. It is a phenomenon that is readily attainable.
D. It is a view that everyone involved can believe in.
An effective vision:
A. is the property of the leader.
B. sets a standard of excellence and integrity.
C. is always focused on the past.
D. happens naturally.
Which of the following statements is true of vision?
A. It needs to be the property of the leader alone.
B. It needs to transcend the bottom line to provide employees with a sense of meaning and purpose.
C. It needs to serve as an opportunity to allow people to penetrate places where they have gone before.
D. It needs to allow people to remain in their comfort zones.
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