Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
Chapter 6: Engaging Strengths
Test Bank
Multiple Choice
1. Strengths are ______.
a. the characteristics we demonstrate when performing our best
b. the ability to consistently demonstrate exceptional work
c. a pre-existing capacityies
d. all of these
2. The two research developments that contributed to the studying of strengths-based
leadership are ______.
a. Gallup Organization’s study on what is right with people, and the emerging field of
positive psychology
b. Gallup Organization’s study on what is right with people, and the field of depth
psychology
c. the GLOBE study and the emerging field of positive psychology
d. none of these
3. The positive psychology movement was initiated by ______.
a. Don Clifton
b. Martin Seligman
c. Tom Rath
d. Barry Conchie
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
4. How many talent themes did Gallup recognize in their StrengthsFinder Profile?
a. 30
b. 32
c. 34
d. 40
5. The equation for developing a strength is ______.
a. knowledge X skill
b. skill X investment
c. skill X talent
d. talent X investment
6. A manager who has particular talents in team building, welcoming new people into
the group, supporting direct reports, and keeping and spreading a positive attitude might
have developed strengths in which of the domains of leadership strengths?
a. Influencing
b. Relationship building
c. Executing
d. Strategic thinking
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
7. An employee who is always completing tasks before deadlines and is a dedicated
hard worker might have developed strengths in which of the domains of leadership
strengths?
a. Executing
b. Influencing
c. Relationship building
d. Strategic thinking
8. A colleague who makes time each day to plan and map out what needs to be
accomplished, and weekly looks at “the big picture” might have developed strengths in
which of the domains of leadership strengths?
a. Executing
b. Influencing
c. Relationship building
d. Strategic thinking
9. In the American culture, expressing positive self-attributions is often seen as ______.
a. normal
b. unique
c. impressive
d. boastful
10. ______ can be defined as the scientific study of what makes life worth living.
a. Behavioral psychology
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
b. Positive psychology
c. Strengths-based leadership
d. Normative leadership
11. Which of the following is NOT a VIA classification of strength?
a. Courage
b. Humanity
c. Self-assurance
d. Justice
12. Which of the following is not one of the three central elements of CAPP’s strengths
perspective?
a. Meaning
b. Performance
c. Energy
d. Use
13. Which of the following is not one of the quadrants of CAPP Strengths?
a. Realized strengths
b. Unrealized strengths
c. Learned behaviors
d. Innate behaviors
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
14. An employee of yours consistently offers excellent analysis and is able to quote
facts and figures from memory during meetings; and they enjoy this aspect of their
work. For this employee, analytical thinking might be considered a ______ in CAPP
Strengths.
a. weakness
b. learned behavior
c. realized strength
d. unrealized strength
15. Unrealized strengths are personal attributes that are ______.
a. less visible
b. representative of our strongest assets
c. learned throughout our life experience
d. limiting attributes
16. Realized strengths are personal attributes that represent ______.
a. our strongest assets
b. less visible
c. learned throughout our life experience
d. limiting attributes
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
17. Learned behaviors represent those ingrained things ______.
a. that are our strongest assets
b. that are less visible
c. we have learned throughout our life experience
d. that are our limiting attributes
18. In the CAPP Strengths model, weaknesses are ______.
a. our strongest assets
b. less visible
c. learned throughout our life experience
d. limiting attributes.
19. The CAPP strengths model suggests that effective people try to ______ weakness.
a. minimize
b. confront
c. improve upon
d. ignore
20. A key different between the CAPP model and StrengthsFinder & Via Classification is
that CAPP is ______.
a. easy to use and understand
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
b. based on research
c. widely used with college students
d. prescriptive and pragmatic
21. The four domains of leadership strengths are executing, influencing, relationship
building, and ______.
a. communication
b. controlling
c. strategic thinking
d. empathy
22. An employee seems to have lost motivation, energy, and drive for their work. From
the perspective of the CAPP model, this person is likely expressing ______.
a. weaknesses
b. realized strengths
c. learned behaviors
d. weaknesses and learned behaviors
23. In order to be most effective, a leader should maximize their ______ while
minimizing their ______.
a. realized strengths; weaknesses
b. strategic thinking; relationship building
c. unrealized strengths; learned behaviors
d. realized strengths; relationship building
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
24. Which of the following is not one of the four steps to incorporate strengths in your
personal and work life?
a. Discover your strengths
b. Develop your strengths
c. Recognize and engage the strengths of others
d. Enable others to recognize your strengths
25. According to Gardner, extraordinary individuals are “distinguished less by their
impressive raw power than by their ability to identify their ______ and exploit them.”
a. follower’s weaknesses
b. opponent’s weaknesses
c. strengths
d. organizational capacity
26. You notice a coworker journaling after a work presentation that went well for them.
They have been engaged and motivated through this project and they say they want to
think more about their engagement with work successes. It is possible that the coworker
is in the process of ______.
a. discovering their strengths
b. cherishing the past
c. narcissism
d. all of these
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
27. What is one of the ways to discover your strengths?
a. Enroll in college classes
b. Engage others in social activity
c. Engage in a self-assessment
d. All of these
28. A subordinate of yours is unsure about sharing their strengths with fellow team
members. According to the text, you should encourage them to do because sharing
strengths with others ______.
a. lets others know how you can be most useful
b. clarifies unique contributions one can make to the team
c. allows others to know what they can expect from you
d. all of these
29. Which of the following are ways people choose to reveal their strengths?
a. Posting on social media
b. Email signatures
c. Listing on Resume
d. All of these
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
30. An employee comes to you and asks to set up a series of coaching sessions as the
two of you share one Strengthsfinder strength. This employee is seeking to:
a. acknowledge their strength
b. develop their strength
c. ignore their strength
d. acknowledge their strength and develop their strength
31. Warren Buffett is known for all of the following strengths except ______.
a. patience
b. public speaking
c. practicality
d. trustfulness
32. Leaders must not only recognize and capitalize on their strengths, but they must
also be able to identify their ______ and address them.
a. unrealized strengths
b. learned behaviors
c. weaknesses
d. unrealized strengths and learned behaviors
33. Recognizing the strengths of your followers can lead to ______.
a. higher follower engagement
b. positive group contributions
c. feelings of dissatisfaction
d. higher follower engagement and positive group contributions
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
34. What is a common mistake leaders make when it come to their followers?
a. Overlook their strengths
b. Do not spend enough time with them
c. Do not delegate enough work
d. Fail to understand their preference
35. According to the text, leaders who want to create a positive work environment
should attend to relationships, communication, meaning, and ______.
a. energy
b. climate
c. corporate goals
d. project details
36. Because others’ strengths may not always be directly recognizable or observable in
their situations, it is important to ______.
a. ask them what their strengths are
b. psychoanalyze them
c. have them observe your strengths
d. find opportunities that will allow unseen strengths to emerge