Chapter 08 Skills for Building Personal Credibility and Influencing
Others Answer Key
True / False Questions
1.
(p. 277)
Studies show that credibility is one of the most important components of leadership
success.
2.
(p. 278)
Credibility is made up of three components: expertise, commitment and relationships.
3.
(p. 280)
A leader’s credo should describe what the leader believes in and will or will not stand for.
4.
(p. 282)
Leaders in the second quadrant of the credibility matrix most likely joined the company
from an entirely different industry.
5.
(p. 283)
Communication effectiveness is the degree to which someone tells others something and
ensures that they understand what was said.
6.
(p. 285)
Leaders should praise followers in public and punish them in private.
7.
(p. 286)
Informal, personal communication is improved when the leader and follower are separated
by a desk.
8.
(p. 288)
The best listeners are passive listeners because they do not interrupt the speaker.
Type: Knowledge
9.
(p. 289)
Type: Knowledge
An active listener uses paraphrasing to improve understanding.
10.
(p. 293)
Type: Knowledge
The Abilene paradox occurs when leaders are assertive but unclear with subordinates.
11.
(p. 297)
Type: Knowledge
Meetings should only be called if the potential benefits outweigh the costs.
12.
(p. 301)
Type: Knowledge
Stress only has negative effects on an individual’s health and work.
13.
(p. 303)
Regular exercise has been shown to elevate the heart rate so much that it actually
increases stress levels.
14.
(p. 304)
The A-B-C model is a stress management tool for changing a person’s self-talk during
stressful events.
15.
(p. 307)
The first stage of problem solving is analyzing the causes of the problem.
16.
(p. 307)
A force field analysis is an idea-generating activity conducted in a group setting to
formulate creative solutions to a problem.
17.
(p. 310)
During brainstorming sessions, leaders should encourage group members to piggyback off
the ideas of other people.
18.
(p. 311)
Leaders can encourage creativity in an organization by delegating authority and
empowering followers to take risks.
19.
(p. 312)
According to the research of Hogan and Morrison, creative people lack assertiveness and
are overly concerned with money and success.
20.
(p. 313)
A group consisting of individuals with a variety of experiences, values, and preferences will
most likely be creative but could experience a high degree of conflict, which may make it
difficult for the leader to get consensus on a final solution.
Multiple Choice Questions
21.
(p. 282)
A leader in the first quadrant of the credibility matrix has a _____ of trust and a _____ of
expertise.
22.
(p. 282)
Leaders who are new college hires most likely fall into which of the following quadrants of
the credibility matrix?
23.
(p. 283)
The degree to which someone tells others something and ensures that they understand
what was said is called:
24.
(p. 284)
Which of the following is the correct sequence of events according to the systems view of
communication?
25.
(p. 286-
287)
All of the following are ways leaders can improve communication skills EXCEPT:
26.
(p. 288)
Which of the following statements is NOT accurate concerning listening?
27.
(p. 289)
Which of the following statements is most likely true about active listening?
28.
(p. 291)
Which of the following statements about defensiveness is most likely FALSE?
29.
(p. 291)
The _____ component of assertiveness skills concerns knowing where and when not to
behave assertively.
Type: Knowledge
30.
(p. 292)
Type: Knowledge
_____ is an effort to attain objectives by attacking or hurting others.
31.
(p. 295-
296)
Which of the following is the LEAST likely way to increase assertiveness?
Type: Knowledge
32.
(p. 297)
Which of the following is the most important step in conducting a meeting?
33.
(p. 298)
One way to maximize the attendance and benefits of a meeting is to:
34.
(p. 299)
_____ is defined as the process by which we perceive and respond to situations that
challenge us.
35.
(p. 300)
Which of the following would most likely result from too much stress?
36.
(p. 302-
303)
All of the following are guidelines for effectively managing stress EXCEPT:
37.
(p. 303)
Which of the following would be best for managing stress?
38.
(p. 305)
Which of the following is the correct sequence of events that take place in stress
management according to the A-B-C model?
39.
(p. 307)
_____ use a graphic approach to systematically represent the root causes of a problem, the
relationships between different causes, and sometimes a prioritization of which causes
are most important.
40.
(p. 309)
Using the example of starting a new exercise program, which of the following would be a
restraining force in a force field analysis?
Essay Questions
41.
(p. 278)
What are the two key components of credibility? Why is credibility important to
leadership?
42.
(p. 278-
279)
What are the components of expertise? How can leaders build expertise?
43.
(p. 279)
What are the two components necessary for leaders to build trust? How can these
components be developed?
44.
(p. 284)
What are the steps in the systems view of communication? Provide an example to
illustrate what each step entails.
45.
(p. 288)
Differentiate between active listening and passive listening.
46.
(p. 292)
Describe assertiveness and differentiate it from acquiescence and aggression.
47.
(p. 293)
What is the Abilene paradox? Why does it occur? How can it be avoided? Describe a time
when you have experienced the Abilene paradox.
48.
(p. 297-
299)
Name five tips for running meetings provided by Guth and Shaw.
49.
(p. 302-
304)
What can a leaders do to manage their own stress and the stress levels of their followers?
50.
(p. 306-
List and describe the steps involved in problem solving.