Deck 3: Leadership Is Developed Through Education and Experience

Question 1

Which of the following statements concerning perceptual sets is false?

A)Perceptual sets can influence any of our senses
B)Perceptual sets are the tendency to perceive everything
C)Feelings can trigger a perceptual set
D)They are the tendency to perceive one thing and not another

Answer 1

B

Question 2

When traveling along the Spiral of Experience and using the AOR model,developing leaders are encouraged to pay attention to the results of their actions and the impact on others during the:

A)Action stage
B)Observation stage
C)Reaction stage
D)Reflection stage

Answer 2

B

Question 3

Today there is a standard content and pedagogy for all university leadership courses.

Answer 3

False

Question 4

The best way to guarantee that a leadership program will be useful to an organization is to adopt a systematic approach to leadership training.

Question 5

The worst developmental opportunities are those that stretch individuals and allow them to test themselves against new and difficult tasks.

Question 6

Leadership development through experience may be better understood as the growth resulting in terms of an objective dimension like time.

Question 7

The tendency to overestimate the dispositional factors and underestimate environmental factors in someone else's failure is fundamental attribution error.

Question 8

Double-loop learning is the process of learning something that one already predicted,as in the "self-fulfilling prophecy".

Question 9

Perceptual set increases the selectivity in what people observe.

Question 10

Experience is just a matter of what events happen to you.

Question 11

Single-loop learning refers to a self-fulfilling belief system,which is generally not open to feedback.

Question 12

A person can only really learn leadership from positive examples like a good boss or a successful experience.

Question 13

Working with problem subordinates can stimulate managerial growth.

Question 14

_____ affect(s)all three phases of the action-observation-reflection model and thus plays a very important role in what anyone will extract from a leadership course.

A)Emotions
B)Behavior
C)Personality
D)Perception

Question 15

The most productive way to develop as a leader is to travel along the spiral of experience.

Question 16

A situation in which one's expectations help determine the predicted outcome is an "attribution".

Question 17

The key to developing one's leadership ability is making the most of

A)Experience
B)Research
C)Education
D)Skills

Question 18

Leadership development is enhanced when experience involves the three processes of:

A)Stop,look and listen
B)Perception,attribution and learning
C)Action,observation and reflection
D)Action,behavior and consequence

Question 19

Typically,leaders are selected for leadership roles on the basis of their proficiency in their primary role requirements.

Question 20

The times when people most need to break out of the mold created by past learning patterns are the times when they are most unwilling to do so.

Question 21

Crediting your own successes to dispositional factors and others' successes to factors in the environment are aspects of

A)Attribution
B)Fundamental attribution error
C)Self-fulfilling prophecy
D)Double-loop learning

Question 22

The most commonly cited developmental challenge mentioned by managers,which while adding to personal pressure,also contributed to professional growth are

A)Travel requirements
B)The responsibility of meeting deadlines
C)Tasks with the possibility of success and failure
D)Putting in longer hours at work

Question 23

_____ consist of descriptions of various leadership situations and are used as a vehicle for leadership discussions

A)Simulations
B)Role playing
C)Case studies
D)Games

Question 24

The process by which an older and more experienced person helps to socialize and encourage younger organizational colleagues is called

A)Evaluating
B)Consulting
C)Mentoring
D)Networking

Question 25

What is the advantage of role playing as a leadership concept?

A)Individualized feedback to students through leadership behavior ratings
B)Depict the challenges commonly faced in the work environment
C)Used as a vehicle for leadership discussions
D)Greater transferability to the workplace

Question 26

The tendency to make external attributions for one's own failures,yet make internal attributions for one's successes is called

A)Fundamental attribution error
B)Actor/observer difference
C)Self-serving bias
D)Fallacy of the single cause

Question 27

How are mentorees benefited in a mentoring relationship?

A)By gaining an influential ally and by learning about the subtler aspects of organizational ethics
B)By the greater influence they accrue by having former mentorees in various positions across the organization
C)By having a younger replacement ready to fill their position if they are promoted
D)By encouraging younger colleagues in the organization

Question 28

A situation in which one's expectations or predictions help determine the very results predicted is referred to as

A)Attribution
B)Fundamental attribution error
C)Self-fulfilling prophecy
D)Double-loop learning

Question 29

Confronting one's beliefs,inviting others to challenge you and working on personal blind spots are aspects of the process of

A)Attribution
B)Double-loop learning
C)Self-fulfilling prophecy
D)Single-loop learning

Question 30

In perception,the process of assigning underlying causes to behaviors is known as

A)Attribution
B)Fundamental attribution error
C)Self-fulfilling prophecy
D)Single-loop learning

Question 31

What is seen as an investment that can help change counterproductive behavior,often interpersonal,that threatens to derail an otherwise valued manager?

A)Mentoring
B)Executive coaching
C)Team building
D)Change management

Question 32

People who become leaders in any field tend to first stand out by virtue of their

A)Interpersonal skills
B)Technical proficiency
C)Emotional intelligence
D)Intercultural competence

Question 33

Which of the following statements concerning the reflection component of the AOR model is false?

A)Leaders are always aware of the value of reflection in leadership development
B)It is the most neglected component of the AOR model
C)It can provide leaders with a variety of insights into how to frame problems differently
D)A reason for the reflection component to be neglected often may be due to time pressure at work

Question 34

Successful executives mention all of the following as negative feelings while describing how they feel while working through potent developmental experiences except feeling:

A)Uncertain
B)Overwhelmed
C)Fearful
D)Challenged

Question 35

People who are observing an action are much more likely than the actor to make the fundamental attribution error.This is called

A)Stereotyping
B)Fundamental attribution error
C)Ultimate attribution error
D)Actor/observer difference

Question 36

What describes a kind of learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions?

A)Deutero-learning
B)Double loop learning
C)Triple-loop learning
D)Single-loop learning

Question 37

In an organization,one can gain valuable perspectives and insights through close association with an experienced person willing to take one under his/her wing.Such an individual is often called a

A)Supervisor
B)Facilitator
C)Role model
D)Mentor

Question 38

Mastering _____ can be thought of as learning how to learn.

A)Double-loop learning
B)Single-loop learning
C)Deutero-learning
D)Triple-loop learning

Question 39

The content of leadership programs at the university-level

A)Gives subordinates feedback about their progress
B)Provides a survey of the major leadership findings
C)Focuses on strategic planning
D)Focuses on how to train subordinates

Question 40

In the process of "learning to learn from experience",people operating in the stabilizing period must

A)Overcome the caution generated by ongoing success
B)Overcome the tension of challenging what they do not know how to do
C)Attempt at learning a new set of responses and strategies
D)Let go of short-term expectations in favor of more long-term learning

Question 41

Define single-loop learning.

Question 42

Write a short note on the action-observation-reflection model.

Question 43

Define double-loop learning.

Question 44

Describe aspects of work tasks that make learning from leadership experience potentially most valuable.

Question 45

What are the different types of pedagogy that can be used for leadership courses?

Question 46

Explain how techniques such as role playing,in-basket exercises and leaderless group discussions enhance leadership training.

Question 47

This technique wherein participants are given a limited amount of time to prioritize and respond to a number of notes,is particularly useful in assessing and improving a manager's planning and time management skills.

A)Simulations
B)Role playing
C)In-basket exercises
D)Case studies

Question 48

Explain the role of perceptions in each aspect of the spiral of experience-observation,reflection and action,with examples.

Question 49

Describe aspects of the people you work with that make learning from leadership experience potentially most valuable.

Question 50

Identify the main elements of the spiral of experience as discussed in this chapter.

Question 51

Leadership programs for senior executives and CEOs tend to focus on

A)Conceptual components
B)Individualized feedback
C)Intellectual components
D)Strategic planning

Question 52

Improving interpersonal,oral-communication and written-communication skills are a part of leadership training programs for

A)Midlevel managers
B)First-level supervisors
C)Colleges or universities
D)Maintenance personnel

Question 53

Explain how going against the grain is often an important ingredient in learning from experience.

Question 54

In leaderless group discussions,facilitators and observers rate participants,which are used to provide managers with feedback about their

A)Supervisory skills
B)Interpersonal skills
C)Planning skills
D)Time management skills