Exam 3: Skills for Developing Yourself As a Leader

Which of the following statements is not accurate concerning the development planning process according to research completed by Peterson and Hicks?

Which of the following statements concerning GAPS analysis is accurate?

Which of the following is not a way to learn from your leadership experience?

List and briefly describe the five ways outlined in the text that leadership practitioners can enhance the learning value of their experiences.

Name and describe in detail the specific steps for conducting a GAPS analysis.

Name and explain two of the ideas mentioned in the text concerning how to establish and maintain good peer relationships.

According to the new leader's onboarding roadmap, new leaders should hold off-premise meetings with their direct reports during their third month of tenure if their team is large. Discuss the four major issues that should be covered in these off-premise meetings.

Which of the following is not one of the advantages to having a good working relationship with superiors?

The text offers three practical suggestions for improving technical competence. Name and discuss the ways described in the text to improve your technical competence.: The first step in building technical competence is to determine how one's job contributes to the overall success of the organization. By taking this step, individuals can better determine what technical knowledge and which behaviors are most strongly related to job and organizational success. Next, people should evaluate their current level of technical skills by seeking verbal feedback from peers and superiors, reviewing past performance appraisal results, or reviewing objective performance data (such as test scores, team statistics, or the number of products rejected for poor quality). These actions will help individuals get a better handle on their own strengths and weaknesses, and in turn can help people be certain that any formal education or training program they pursue is best suited to meet their needs.: Becoming an expert in one's primary field is often the springboard for further developmental opportunities. There are a number of ways in which individuals can become experts in their field, and these include enrolling in formal education and training programs, watching others, asking questions, and teaching others. Attending pertinent education and training courses is one way to acquire technical skills, and many companies often pay the tuition and fees associated with these courses. Another way to increase expertise in one's field is by being a keen observer of human behavior. Individuals can learn a lot by observing how others handle work coordination problems, achieve production goals, discipline team members, or help team members with poor skills develop. However, merely observing how others do things is not nearly as effective as observing and reflecting about how others do things. One method of reflection is trying to explain others' behaviors in terms of the concepts or theories described in this book. Observers should look for concepts that cast light on both variations and regularities in how others act and think about why a person might have acted a certain way. Additionally, observers can develop by trying to think of as many different criteria as possible for evaluating another person's actions.It is also important to ask questions. Because everyone makes inferences regarding the motives, expectations, values, or rationale underlying another person's actions, it is vital to ask questions and seek information likely to verify the accuracy of one's inferences. By asking questions, observers can better understand why team practices are conducted in a particular way, what work procedures have been implemented in the past, or what really caused someone to quit a volunteer organization. Finally, perhaps nothing can help a person become a technical expert more than having to teach someone else about the equipment, procedures, strategies, problems, resources, and contacts associated with a job, club, sport, or activity. Teachers must thoroughly understand a job or position to effectively teach someone else. By seeking opportunities to teach others, individuals enhance their own technical expertise as well as that of others.: Individuals can improve their technical competence by seeking opportunities to broaden their experiences. Just as a person should try to play a variety of positions to better appreciate the contributions of other team members, so should a person try to perform the tasks associated with the other positions in his or her work group to better appreciate how the work contributes to organizational success. Similarly, people should visit other parts of the organization to understand its whole operation. Moreover, by working on team projects, people get to interact with members of other work units and often can develop new skills. Additionally, volunteering to support school, political, or community activities is another way to increase one's organization and planning, public speaking, fund-raising, and public relations skills, all of which may be important aspects of technical competence for certain jobs.

Keeping a journal will increase the likelihood that leaders will be able to look at events from a different perspective.

New leaders should minimize their personal interactions with direct reports for the first two months on the job.

Individuals can become experts in their field by watching others and asking questions.

Which of the following is not a reason that technical competence is important for leaders?

When you are a new hire, it is a good idea to ask your boss for copies of budget information.

Which of the following is not an example of behaviors that could be considered a "10% stretch"?

The first phase of development planning is periodically reviewing the plan, reflecting on, learning, and modifying.

Step one in the GAPS analysis concerns abilities and strengths one has for their career objectives.

Leadership practitioners can enhance the learning value of their experiences by taking a 10 percent stretch.

Individuals with high levels of technical competence are not likely to be a member of a leader's in-group.

Briefly describe the first 90 days as a leader as was illustrated in the new leader onboarding roadmap.