6.@What is the underlying cause for a huge percentage of failed change initiatives?The leader isunable or unwilling to address organizational culture and capabilities issues.7.Which of the following statements about a company's vision is most likelyfalse?The finaldestination for an organization is identified in its vision.8.According to Burns, _____ occurs when leaders and followers are in some type of exchangerelationship to get needs met.transactional leadership9.The "S" in the SARA model refers toshock.10.Transformational leadershipserves to change the status quo by appealing to followers' values andtheir sense of higher purpose.11.Which of the following is an approach that asks leaders to think about their organization as a setof interlocking systems and explains how changes in one system can have intended andunintended consequences for other parts of the organization?systems thinking approach12.In the context of the Multifactor Leadership Questionnaire (MLQ), which of the following isassessed by the five transformational leadership factors?the degree to which a leader instills pridein others13.In the context of the emotional approach to organizational change, identify a true statementabout the charismatic authority system.The locus of authority in this system rests with theindividual possessing certain unusual qualities.14.Which of the following is a key component to the model (M) variable in Beer's model fororganizational change?environmental scanning15.The formula for the rational approach to change isC = D × M × P > R.
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