HPA 430
Talent reviews can provide the following:
The opportunity for leaders to check their own thinking about performance against others
Leaders who fail to earn loyalty and trust often fall short in this way:
They assign credit or blame to the wrong person
A common problem for leaders who have not found the right balance in engaging others and maintaining distance is becoming overly possessive of their team, even actively blocking them from developing their own social networks.
True
A common sign of a leader with conflicted personal convictions is an organization that seems to frequently shift direction or focus.
True
A key point of listening like you mean it is understanding the difference between really hearing what a person is saying and waiting for your turn to talk.
True
A leader who becomes too involved as a facilitator, negotiator, mediator, or interpersonal problem solver may be misusing emotional intelligence by overextending their emotional role.
True
A leader who is always there for the birthday parties, but not spending enough attention addressing their budget or planning may be overusing emotional intelligence by avoiding noninterpersonal aspects of work.
True
A leader who is weak in the area of emotional intelligence of needing approval may appear self-confident with co-workers, but then back down when confronted or challenged by the the CEO or other leaders.
True
A leader who overuses personal conviction and becomes overly moralistic can find that conviction comes across as a sermon rather than a point of view.
True
A leader who takes too passive approach to listening may allow others to air their perspectives, but never challenge them.
True
An organization where leaders overfocus on personal goals is often one where employees play harmful games of office politics and act selfishly.
True
Giving good feedback always requires leaders to recognize and draw on relationships
True
Giving great feedback can be defined as the effective delivery of information about performance.
True
Highly effective listeners understand the why behind the message.
True
If new visions are created regularly by leaders, there is a danger that colleagues will develop a "wait it out" strategy.
True
If there are sacrifices to be made, a leader who steps up first to make that sacrifice exhibits a key behavior to build loyalty and trust--role modeling behavior.
True
In general, 360 feedback is most useful for developmental purposes.
True
Leaders who believe they are right simply because they are the boss risk creating peers and teams who are "yes men", afraid to challenge or think creatively.
True
One challenge for developing vision in health care is that our field involves numerous daily challenges that can result in a leader putting out fires and not thinking strategically.
True
People naturally put their trust in those in leadership roles.
True
Positive feedback helps staff have greater resilience to future constructive feedback.
True
Sharing individual goals gives an employee an opportunity to get feedback from those most familiar with their performance.
True
Talent reviews can be threatening because they involve active discussions about whether a person is right for a role.
True
The HIDDEN section of the Johari window refers to things that you know about yourself, but which you have kept hidden from others.
True
The best approach for developing a feedback rich working environment is to lead by example-first, implement the feedback technique to your own work.
True
The two key principles of communicating vision are communicating clearly and widely.
True
The usual cause for a leader who fails to follow-through is an overwillingness to make promises
True
When highly effective leaders lead with personal conviction their peers will see them demonstrate their PRINCIPLES in the work they do; they leader will be described as "walking their talk."
True
Two key elements of effective listening are:
Understanding the message, including the why behind the message, and valuing the messenger, even when you disagree.
A leader's lack of vision can come from this:
Undervaluing divergent perspectives
Which of the following is not one of the 4 panels of the Johari window:
Unseen
What do the authors encourage to ensure confidentiality in a 360 degree feedback?
Using an outside party to handle data management.
A never-ending survey process or excessive efforts to gather opinions and perspectives can be an example of this type of overuse of listening
Using listening to avoid action
Motivation building, rather than direction setting, is an example of this type of misuse or overuse in communicating vision:
Viewing vision as the program du jour
Leading with conviction means all of the following except:
Viewing your beliefs as the only correct ones
All of the following are examples of overuse/misuse of personal conviction except:
Viewing your position as a vehicle for personal advancement
One of the ways leaders can fail to use personal conviction to its fullest potential is when they
overfocus on personal goals
A 360 degree feedback involves:
soliciting feedback from a variety of people surrounding an employee.
Creating a feedback-rich environment seems easy, but can require which of the following:
transforming organizational culture
As a leader gains more influence and responses, they may be approached more frequently to contribute their time to projects and causes. This can result in a leader overvaluing this aspect of emotional intelligence:
Acting with selfless interest
Emotional Intelligence includes
All of the above
Highly effective leaders do the following when giving great feedback
All of the above
Which of the following is an example of overusing or misusing feedback?
All of the above
Each of the following is an example of misuse or overuse of earning loyalty and trust, EXCEPT:
All of them are examples of this
A highly effective leader who can delegate important work while monitoring that work in respectful ways has found the right emotional intelligence balance in this area:
Balancing Trusting in Self versus Trusting in Others
A leader who appears unconcerned with challenges faced by staff has fallen short in this area.
Being Unavailable
A leader who overuses emotional intelligence by overextending the emotional role may do the following:
Both A & B
Developing your listening skills helps with organizational change because it can help a leader so this:
Both of these (Develop a mental map of how others relate to their work and the organization and Have an easier time anticipating fears and concerns)
Which of the following is NOT an example of how a leader can fall short in listening:
Challenging views that they disagree with in meetings.
A leader who fails to deliver criticism in a one-on-one setting has damaged loyalty and trust through this behavior
Communicating too directly
In giving judgmental feedback, a leader may be doing the following:
Creating defensiveness in the recipient
All of the following are examples of ways a leader can fall short in giving great feedback except:
Delaying the feedback when the leader is particularly upset
All of the following are example of misuse or overuse of feedback except:
Determining whether the juice is worth the squeeze.
When a leader lacks conviction, a consequence among their direct reports may be:
Direct reports have little incentive to work past the point of expected accomplishment.
By giving feedback too quickly a leader may be doing the following:
Drawing attention to unimportant problems
Highly effective leaders with personal conviction keep ethics in mind by doing the following:
Ensuring that ethical considerations are addressed before a decision is implemented.
A leader who burns out or "retires on the job" is likely to have become overfocused on personal goals.
False
A leader who sugarcoats a message may be an example of falling short in effective feedback through a reluctance to critique
False
Any time a vision places special emphasis on a specific area of the organization, it may be seen as an end, rather than a means to and end.
False
Building loyalty and trust requires a leader to discourage dissenting opinions.
False
Earning loyalty and trust is part of Cornerstone 3, Real Way With People
False
Effective listeners view disagreement as an opportunity to prove their opinion is right.
False
Extroverted leaders may give others the indirect message that they do not want to be bothered with listening to others.
False
High quality feedback on an ongoing basis is likely to result in the development of a culture where people feel unsafe sharing successes and failures.
False
Highly effective leaders with powerful personal convictions are successful because they convert others in the organization to those same convictions.
False
In a 360 degree feedback, raters should only include people who do not work well with the employee being rated, because you learn the most from them.
False
Ineffective listeners provide attention, rather than time.
False
It is not possible to give feedback too frequently.
False
Leaders should aim to be so well-engaged with the people they work with that they are "one of the gang".
False
Leaders with high emotional intelligence skills tend to have weak political networks and likely to be fired during a recession
False
Most leaders routinely overestimate the amount of communication needed to drive change.
False
Strong personal convictions always come from deeply held religious beliefs.
False
The BLIND section of the Johari window refers to things that neither you nor others know about you.
False
The best approach for feedback techniques is to implement the technique at the same time for all of your staff.
False
The definable sequence associated with the process of vision starts with understanding risks, rewards and uncertainties.
False
The process of refining internal yardsticks is called "developing a shared competency language"
False
Some of the ways a leader can misuse or underuse vision include:
Focusing too much on the planning process
Leaders who take some risks over time to reveal themselves and their weaknesses and failures, and create psychological safety for their staff to do the same have demonstrated this important behavior that build loyalty and trust.
Fostering Openness
Which of the following is not one of the behaviors leaders need to use to earn loyalty and trust?
Fostering Openness
Which of the following is not one of the key qualities of a leader who has the competency of personal conviction are:
Having a sense of control over your life
The 4-paneled window diagram used to identify blind spots is called the:
Johari window
One of the three critical shortcomings in communicating vision is:
Lacking clarity, focus, or information.
All of the following are feedback techniques described in the textbook, except:
Mentoring
Highly effective leaders with vision are understood to be able to do the following:
None of the above
Leaders who suggest that only they and a small leadership team can understand issues and make decisions are demonstrating this shortcoming in the competency of personal conviction
Overvaluing One's Own Perspective
When a leader believes ideals and convictions are unimportant, they often face this shortfall in the competency of personal conviction
Peers and direct reports find their relationships and work is transactional, rather than meaningful.
Which of the following is a feedback technique described in the textbook?
Performance Calibration Meetings
All of the following are key elements of being visionary except:
Restricting the focus of your attention to health care issues.
Feedback being delivered with too much or too little force is an example of this way a leader can fall short in delivering feedback
Structuring feedback poorly.
