Chapter 03. Skills for developing yourself as a leader.

During the third month, leaders of large teams should have separate second meeting with direct reports that are held off-site. Which of the following is NOT one of the key issues that should be discussed with the direct reports during these meetings? A. Creating a team scorecard B. Identifying personal career goals C. Establishing an operating rhythm D. Establishing task forces to work on key change initiatives

B

Technical competence is especially important for first-line supervisors because they: A. need to stimulate followers to engage in 10 percent stretching. B. spend a great amount of time training their followers. C. are frequently promoted to executive positions. D. are required to provide 360-degree feedback.

B

Which of the following is NOT one of the seven specific steps for creating high-impact development plans? A. Reflecting on your learning and progress with a partner B. Scheduling regular meetings with your superior C. Developing criteria for your success D. Participating in stretch assignments

B

Which of the following is the LEAST likely way to learn from your leadership experience? A. Keeping a journal of daily leadership events B. Holding regular staff meetings C. Having a developmental plan D. Taking risks

B

Which of the following would be the best way to establish and maintain good peer relationships? A. Adopt the norms of the group B. Recognize common interests and goals C. Practice a Theory Z attitude to gain perspective D. Take control of problems they are unable to solve

B

Which statement is most likely true about followers and superiors having effective working relationships? A. Followers accomplish less work when they have friendly relationships with superiors. B. Superiors and followers with good relationships tend to experience less conflict. C. Followers who have good relationships with superiors advance quickly in their careers. D. Superiors give fewer performance appraisals to followers with whom they have good relationships.

B

According to the new leader onboarding roadmap, within the first two weeks, leaders should: A. obtain external perspectives. B. establish organizational culture. C. meet all team members. D. complete a sub-team analysis.

C

During the first two weeks on the job, a new leader should schedule one-on-one meetings with peers. Which of the following issues should most likely be discussed with peers? A. Their objectives and challenges B. The best ways to communicate with shareholders C. How issues are raised and decisions made on their boss's team D. Their opinions about former employees and leaders of the organization

C

New leaders have two critical tasks the first day on the job: to meet their new boss and new team. Which of the following topics should LEAST likely be discussed with the new boss? A. Your plans for the day and upcoming weeks B. Team objectives, metrics, and important projects C. Your assessment of the team's strengths and weaknesses D. Schedules for meetings and preferred communication styles

C

What is most likely an outcome of regularly practicing a 10 percent stretch? A. Strengthening of essential technical skills B. Engaging in more effective two-way communication C. Decreasing apprehensions about trying new activities D. Providing encouragement to followers who are struggling

C

During the first two weeks new leaders will want to have one-on-one meetings with their direct reports. Which of the following is a topic that should LEAST likely be discussed in those meetings? A. What can the team do better? B. What can the new leader do to help team members? C. Who are the "stars" a level down in the organization? D. What do team members like to do during their free time?

D

What is most likely a benefit of keeping a journal? A. Providing information for key followers B. Quantifying important strategic decisions C. Considering actions in a subjective way D. Documenting ideas for future speeches

D

Which of the following statements about GAPS analysis is most likely true? A. There are a total of six steps in a GAPS analysis. B. The first step in GAPS analysis addresses the standards the organization has for your career objectives. C. The second step in a GAPS analysis identifies where you want to go with your career over the next year or so. D. The perceptions component of a GAPS analysis concerns how your abilities, skills, and behaviors affect others.

D

Why do followers most likely need to have a high level of technical competence? A. Technical competence decreases the pressure to belong to a leader's in-group. B. Technical expertise enables a follower to implement a relevant development plan. C. Technical competence increases a follower's channel power and situational control. D. Technical expertise plays a key role in supervisors' performance appraisal ratings of subordinates.

D

Why should task forces that are formed to work on key change initiatives be staffed by stars? A. Minimizes the need to outsource tasks B. Ensures that key players earn promotions C. Establishes an effective and reasonable time schedule D. Improves the odds of good recommendations being made

D

Based on the research of Peterson and Hicks, which statement about the development planning process is most likely FALSE? A. The second phase in development planning requires conducting a formal GAPS analysis. B. The last phase in development planning is transferring learning to new environments. C. The first phase in development planning involves identifying career goals. D. There are five interrelated phases in the development planning process.

A

What is the fastest way to alter the culture and norms of a team? A. Change the people in the team B. Revise the organizational mission C. Modify the corporate strategy D. Implement new team rules

A

When a team has fewer than 15 people, what should new leaders do during the first two weeks? A. Meet one-on-one with direct reports and group stars B. Schedule half-day one-on-one sessions with every team member C. Identify major areas of improvement and restructure the whole group D. Organize gatherings to learn personal information about team members

A

Which of the following is NOT an example of behaviors that could be considered a "10 percent stretch"? A. Using a motivational practice that has been very successful in the past B. Conversing informally with everyone in the office at least once each day C. Being more assertive or more quiet than usual in a meeting D. Seeking an opportunity to be chair of a committee

A

Which of the following would LEAST likely help a subordinate to better understand their superior's world? A. Meeting with the superior's boss to evaluate their interaction and relationship B. Trying to understand the superior's personal and organizational objectives C. Realizing that the superior has both strengths and weaknesses D. Keeping the superior informed about work group activities

A