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Chapter 10: Developing Leaders
Multiple Choice Questions
1. In 2009, large U.S. companies spent over on employee learning development.
a. $25 billion
b. $50 billion
c. $75 billion
d. $125 billion
2. All are essential questions to be considered in creating leadership development programs except:
a. How do people learn?
b. How do you influence others for personal gain?
c. What are the key elements of developing leaders?
d. What are the best methods for creating long-term behavioral change?
3. is an ongoing, dynamic, long-term change or evolution that occurs because of various learning
experiences.
a. Development
b. Training
c. Education
d. Curriculum
4. is defined as the ‘expansion of a person’s capacity to be effective in leadership roles and
processes.’
a. Leader education
b. Leader training
c. Leadership seminar
d. Leader development
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5. Whereas is the expansion of a person’s capacity to be effective in leadership roles, focuses
on an organization’s capacity to get the work done through its many leaders.
a. leadership development; leader development
b. leader development; leadership development
c. leadership education; leader development
d. leader education; leadership training
6. Managerial, leader, leadership, and executive development differ in terms of their focus on and
the .
a. the person or organization; level or rank in the organization
b. blue or white collar; degree of customization
c. the person or team; level or rank in the organization
d. the person or organization; degree of customization
7. Managerial and supervisory development primarily focuses on:
a. conducting performance appraisals
b. taking care of employees
c. recruitment and hiring processes
d. coordinating employee disciplinary procedures
8. is individually focused, taking a more holistic approach to increase self-awareness and
provide skills.
a. Executive development
b. Leader development
c. Leadership development
d. Supervisory and managerial development
9. focuses on education and teaching participants the skills to effectively conduct the day-to-day
activities of the individual’s role in the organization.
a. Executive development
b. Leader development
c. Leadership development
d. Supervisory and managerial development
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10. targets developing leadership for the organization and frequently highly individualized in
nature.
a. Executive development
b. Leader development
c. Leadership development
d. Supervisory and managerial development
11. involves a relatively permanent increase or change in behavior, knowledge, or skill that comes
about because of some experience.
a. Education
b. Development
c. Learning
d. Training
LO
12. Whereas addresses the content of the change, addresses the process.
a. learning; development
b. development; learning
c. education; learning
d. development; education
13. A willingness to learn requires both:
a. motivation and readiness
b. motivation and education
c. readiness and education
d. readiness and development
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14. After several years of making service calls, Joydeep’s performance consistently has been below
average. He is not responsive to customers’ needs. Comments from customers indicate Joydeep is
uninterested in his work. Sundar, Joydeep’s supervisor, approaches him to participate in a newly
created leader development program offered by the organization. Joydeep is not enthusiastic about
participating in the program. Which aspect of the core of learning best describes Joydeep?
a. inability to learn
b. ineffective organizational culture
c. insufficient development experiences
d. lack of motivation to learn
15. All of the following elements make up the core of learning except:
a. willingness to learn
b. ability to learn
c. organizational culture
d. basic knowledge
16. Rachel has recently been promoted to ‘team leader’ in the production department. Part of her job is to
build models of the mechanical parts her team will use during the next shift. She is frustrated by her
below-standard performance. She has asked for help and has observed others doing the task, but still
she is slowing down production. This example reflects:
a. lack of a willingness to learn
b. inability to learn
c. ineffective organizational culture
d. insufficient development experiences
17. Whechien was recently hired as a floor manager of a local home garden center. During his first month
as manager, he participated in 80 hours of orientation training to become familiar with the policies
and procedures of the organization. Which element of the core of learning best represents this
example?
a. willingness to learn
b. ability to learn
c. effective informal support
d. sufficient development experiences
18. Southwest Airlines focuses on developing leadership in others and provides opportunities to learn
from mistakes. When an employee makes a mistake, supervisors may commonly ask the question;
“What will you do differently next time?” Which core element of learning best represented Southwest
Airlines?
a. willingness to learn
b. ability to learn
c. supportive organizational culture
d. sufficient development experiences
19. refers to leader development programs that focus on information about content of leadership
and fundamental concepts such as communication, feedback, and contingent rewards.
a. Basic knowledge
b. Personal growth
c. Skill development
d. Creativity
20. programs focus on self-awareness and understanding of strengths and weakness as well as
getting in touch with personal values.
a. Basic knowledge
b. Personal growth
c. Skill development
d. Creativity
21. focuses on the application of knowledge which included topics such as planning, goal setting,
and monitoring.
a. Basic knowledge
b. Personal growth
c. Skill development
d. Creativity
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22. development programs focus on expanding abilities to think in novel and innovative ways.
a. Basic knowledge
b. Personal growth
c. Skill development
d. Creativity
23. All of the following are criteria for effective leader development programs except:
a. assessment
b. job advancement
c. individual awareness
d. feedback and follow-up
24. provide(s) participants with information about their strengths, weaknesses, and information
about where they stand in regards to the goals of the leadership program.
a. Assessment
b. Opportunity for practice
c. Feedback and follow-up
d. Support from the organization
25. Agilent spends considerable resources gauging its top 100 leaders through a comprehensive program
whereby leaders are evaluated on business results, capabilities, and potential. Which criteria for
effective leader training is best represented in this example?
a. assessment
b. opportunity for practice
c. motivation
d. job advancement
26. When using the criteria for leader training, participants must be alerted to the need for change
and specific areas they should address so that they are ready to change.
a. assessment
b. individual awareness
c. opportunity for practice
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d. challenging experience
27. Being assigned a new task or job rotation are both examples of which criterion for leader training
programs?
a. Assessment
b. Individual awareness
c. Rich and challenging experiences
d. Job advancement
28. Anne Mulcahy, CEO of Xerox, believes that her ability to handle criticism has been essential to her
success. The criteria Anne might likely use as a measure for effective leader training program is:
a. Assessment
b. Individual awareness
c. Challenging experiences
d. Feedback and follow-up
29. Which criteria for effective development relate to the culture of the organization?
a. fit and integration
b. assessment
c. opportunity for practice
d. feedback
30. L’Oreal’s CEO, Jean–Paul Agon, recommends students “to choose a job that is really exciting, a job
that makes them want to get up from their beds every morning and feel happy about going to work.”
If Jean-Paul created a leader development program, based on this comment, which criteria would he
likely use?
a. assessment
b. opportunity for practice
c. fit
d. feedback
31. Linking any training program to the organization’s strategy and the individuals’ jobs is an example of
this element of effective training:
a. assessment
b. integration
c. individual awareness
d. feedback
32. Leader development programs that provide parallel learning environments and address different
learning styles offer:
a. a combination of tools and methods
b. appropriate assessment and follow-up
c. clearly stated objectives
d. integrated assessment
33. All of the following are guidelines for self-awareness training except:
a. clarifying one’s values
b. support from the organization
c. seeking new experiences
d. seeking feedback
34. refers to the process of personal reflection and getting feedback from others.
a. Values clarification
b. Assessment
c. Learning
d. Double-loop learning
35. Which personality trait is most likely related to one’s ability to seek and accept feedback?
a. external locus of control
b. openness to experience
c. emotional stability
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d. high Machiavellian
36. Self-awareness is a limited method for leader development because it only provides leaders with:
a. rich developmental experience
b. individual awareness
c. opportunity for practice
d. support from the organization
37. Coaching is a strong method for leader development because it provides leaders with all of the
following opportunities except:
a. opportunity for practice
b. feedback on new learning
c. fit and integration
d. rich developmental experience
38. Developmental experiences can be achieved in all of the following ways except:
a. international experience
b. working with a difficult employee
c. rotating to a similar job
d. working with a new project team that is unfamiliar
39. The U.S. Army uses a method for leader and leadership development known as:
a. Be, Do, Know
b. Know, Do, Be
c. Be, Know, Do
d. Know, Be, Do
40. refers to the component of the U.S. Army’s leadership development model that focuses on self-
awareness through clarification of core values such as loyalty, duty, respect, and personal courage.
a. Do
b. Know
c. Be
d. Try
41. The component of the U.S. Army model of leadership development that focuses on knowledge and
skills in specific content areas such as technical and interpersonal skills is know as:
a. Do
b. Know
c. Be
d. Try
42. satisfies nearly all criteria for effective development.
a. Coaching
b. Experience
c. Mentoring
d. Self-awareness
43. The only potential weakness for real experience in leader development criteria is , which can be
easily built in through formal programs or use of existing organizational performance tools.
a. individual awareness
b. feedback on new learning
c. opportunity for practice
d. assessment
44. Sally, vice president of human resources, wants to create a development program that will have the
greatest likelihood for success in developing necessary knowledge, skills, and abilities among the
organization’s newly hired managers. If she selected one type of method for leader development that
meets the most criteria for these effective programs, which should she select?
a. experience
b. coaching
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c. feedback intensive programs
d. outdoor challenges
45. Whereas involves providing individualized and constructive feedback on someone’s
performance while focusing on future improvement, provides individualized attention with a
feedback and future orientation, but tends to be less task specific.
a. mentoring; coaching
b. a feedback intensive program; mentoring
c. coaching; mentoring
d. a feedback intensive program; coaching
46. Coaching programs are most often used in:
a. executive development programs
b. self-development programs
c. supervisor training programs
d. leader development programs
47. Coaching programs often include all of the following methods for leader development except:
a. opportunity for practice
b. feedback on new learning
c. individual awareness
d. rich developmental experience
48. The primary difference in the methods often used for coaching and mentoring programs is that
mentoring usually does not include:
a. assessment
b. opportunity for practice
c. support from the organization
d. individual awareness
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49. Which of the following are not guidelines for establishing productive mentor relationships?
a. find many mentors instead of looking for one person
b. find mentors from senior levels only
c. use informal relationships to provide causal support
d. add mentors as roles and responsibilities change
50. 360-degree feedback activities are typically part of:
a. coaching relationships
b. feedback intensive programs
c. developmental experiences
d. self-awareness programs
51. All are factors that contribute to the success of 360-degree feedback programs except:
a. organizational buy-in
b. confidentiality
c. focus on behaviors
d. combined feedback from groups
52. 360-degree feedback typically includes assessment of the leader from all except:
a. self
b. followers
c. peers
d. family members
53. The rich data provided from multiple sources is ideally suited for providing leaders with:
a. meaningful experiences
b. opportunity for practice
c. support from organization
d. increased awareness
54. Deanna is interested in creating a leader development program that will give participants a
meaningful opportunity to practice their leadership skills in a real life setting. Which method of leader
development should she select?
a. self-awareness
b. outdoor challenges
c. coaching
d. feedback-intensive programs
55. Which method of leader development is least likely to be associated with ‘support from the
organization’ and ‘fit and integration’?
a. self-awareness
b. experience
c. coaching and mentoring
d. feedback intensive programs
56. The primary goal of classroom education is to:
a. transfer knowledge
b. assess leaders’ strengths and weaknesses
c. identify development needs
d. provide opportunities for practice
57. According to 2009 study, ______ percent of U.S. corporations offered tuition assistance programs.
a. 35
b. 60
c. 85
d. 95
58. Ingersoll-Rand, the global industrial manufacturing company, recently created a partnership with
Indiana University to offer a customized MBA program for its executives. The likely method of
leader development is:
a. feedback intensive program
b. classroom education
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c. outdoor challenges
d. coaching and mentoring
59. Classroom education often includes all of the following except:
a. case studies
b. role playing
c. simulations
d. multimethod feedback
60. If the culture values , then leader development should focus opportunities on all employees.
a. egalitarianism
b. high power distance
c. action-orientation
d. high communication context
61. Providing feedback to leaders in high power distance cultures such as , would be
uncomfortable, improper, and perhaps even career threatening.
a. Denmark
b. Saudi Arabia
c. the United States
d. Israel
62. Cultures that value , can focus the content of leader development and training on practical
matters and hands-on training.
a. action-orientation
b. high communication context
c. tolerance for ambiguity
d. high power distance
63. Because the United States has , it is appropriate to create leader development programs with a
high degree of exposure to new and challenging situations.
a. tolerance for ambiguity
b. action-orientation
c. high communication context
d. low power distance
64. Vlad implemented an outdoor challenge leader development program designed to provide participants
with a new and exciting opportunity to expand their comfort zones and engage in challenging
situations. Unfortunately, the event was not successful because he did not account for the culture of
the participants. Which cultural value best explains why the event was not successful?
a. high context communication
b. high collectivism
c. tolerance for ambiguity
d. low power distance
65. Mohammed created a feedback intensive program whereby followers offered detailed information
about leaders’ strengths and limitations. This feedback process deeply offended the leaders believing
their careers were being threatened. Which cultural value did Mohammed most likely not consider as
he created the program?
a. action-orientation
b. high power distance
c. individualism
d. high context communication
66. The following is not a potential solution to the challenges that women and members of
underrepresented groups face in leader development?
a. single-identity programs
b. developmental relationships
c. supportive networks