1. Self-help is an important part of leadership development.
a. True
b. False
2. A leader who engages in double-loop learning questions the efficacy of his or her leadership.
a. True
b. False
3. Education is concerned with the immediate application of knowledge.
a. True
b. False
4. A corporate environment characterized by survival of the fittest tends to best contribute toward leadership development.
a. True
b. False
5. Leadership development can take place by using one’s immediate superior as a positive or negative model of effective
leadership.
a. True
b. False
6. Assigning managers to cross-functional teams to work on other disciplines has become a useful form of leadership
development.
a. True
b. False
7. Success is a special type of challenging experience that contributes enormously to reaching one’s leadership potential.
a. True
b. False
8. A person’s mentor can sometimes be a staff professional or a coworker.
a. True
b. False
9. A typical approach to online mentoring is to access a company’s database that describes the problems, weaknesses, and
performance evaluations of the company’s mentors.
a. True
b. False
10. Shadowing is directly observing the work activities of the mentor by following the person around for a stated period of
time.
a. True
b. False
11. No matter what business a company is in, its real business is building leaders.
a. True
b. False
12. In a typical simulation, participants observe a model of appropriate behavior and then imitate the behavior and gather
feedback.
a. True
b. False
13. A feedback-intensive program of leadership development helps participants identify the reasons for their behaviors.
a. True
b. False
14. Conceptual knowledge is very important because it alerts the leader to information that will make a difference in
leadership.
a. True
b. False
15. Leaders who score high on the personality dimension of emotional stability might become more effective in their
interpersonal relationships with the benefit of psychotherapy.
a. True
b. False
16. Succession planning is vital to the long-term health of an organization and therefore an important responsibility of
senior leadership.
a. True
b. False
17. The emotional aspects of leadership succession are ignored when a business founder is replaced by another leader.
a. True
b. False
18. According to two specialists in leadership assessment, many big mistakes in careers and organizations result from
_____.
a. gaps in self-awareness
b. excessive self-discipline
c. lack of education
d. lack of relevant experience
19. After receiving negative feedback about her company, a CEO showed double-loop learning by saying, _____
a. “Maybe we are not in the right business.“
b. “You cannot please everybody.”
c. “I must tell the customer service department about this problem.”
d. “This feedback is so important, it’s worth hearing twice.”
20. Two key leadership dimensions between which a leader should form a firm stance are forceful leadership vs. _____
leadership.
a. assertive
b. operational
c. strategy
d. enabling
21. Based on the four kinds of lopsided leaders, a heroic leader would be _____.
a. too forceful and operational
b. too forceful and strategic
c. too strategic and enabling
d. too operational and enabling
22. Self-discipline plays an important role in leadership development because _____.
a. most leaders have a tendency to be undisciplined
b. it involves many aspects of personal development
c. most leaders have the need to punish themselves from time to time
d. most forms of leadership development require double-loop learning
23. According to Richard Branson, a top executive at Virgin Atlantic, a special type of challenging experience that
contributes enormously to reaching one’s leadership potential is _____.
a. partaking in social causes
b. victory
c. failure
d. taking calculated risks
24. An important way for leaders to capitalize on challenging experiences is for them to be given _____.
a. leeway in choosing how to resolve the problem
b. careful guidance in how to resolve the problem
c. the opportunity to delegate the problem to someone else
d. a policy and procedure manual for resolving the problem
25. Struggling as a leader is most likely to transform into leadership development if, over time, the leader:
a. receives coaching and guidance about the lessons to be derived.
b. is left to fail on her own until figuring out the correct path.
c. engages in single-loop learning.
d. had ample education before becoming a leader at the organization.
26. A major purpose of assigning managers to cross-functional teams is to _____.
a. broaden their job roles and prepare them for bigger tasks
b. keep them thinking in terms of functional silos
c. inculcate the quality of humility in them
d. give them experience in working with other disciplines
27. A distinguishing characteristic of a mentoring relationship is that _____.
a. the mentor recommends the protégé for promotion
b. an emotional tie exists between the mentor and the protégé
c. the protégé can avoid training if he or she is being mentored
d. the protégé gets groomed to replace the mentor
28. In the shadowing approach to mentoring, the protégé _____.
a. follows the mentor around for a stated period of time
b. stays out of the spotlight so he or she can learn
c. keeps others in the dark about his or her developmental opportunities
d. alternates between two or three mentors for a defined time period
29. Online mentoring works by essentially _____.
a. having frequent face-to-face contact between mentors and mentored employees
b. holding video conferences with potential mentors
c. using search engines to find mentors in other companies
d. matching mentors and mentored employees via websites
30. A feedback-intensive management development program _____.
a. is free of cost to almost all participants of the program
b. focuses on learning how to apply knowledge
c. provides program participants with the right amount of challenge
d. helps leaders find more constructive ways of achieving their goals
31. A key element of behavioral role modeling is _____.
a. reading about the accomplishments of great leaders
b. participating in simulations of company problems
c. essaying behaviors that a learner has observed
d. showing behavioral characteristics of an underdog in a particular situation
32. _____ are used to give managers the opportunity to work on problems that approximate those faced by the company.
a. Simulations
b. Crucibles
c. Feedback intensive programs
d. Skill-based programs
33. Which of the following is an advantage of coaching?
a. It alerts the leader to information that will make a difference in leadership.
b. It helps in acclimatizing to the company and accepting its vision and values.
c. It helps leaders overcome emotional problems hindering their leadership effectiveness.
d. It helps a person improve in an area that is preventing him or her from becoming a leader.