Deck 2: Leader Development

Question 1

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

Answer 1

False

Question 2

A drawback to action learning is that is requires time away from one's immediate job responsibilities.

Answer 2

False

Question 3

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 3

B

Question 4

Leadership practitioners have a tendency to concentrate on coaching their solid or top followers.

Question 5

Perceptual set increases the selectivity in what people observe.

Question 6

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

Question 7

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

A)experience.
B)research.
C)education.
D)skills.

Question 8

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

Question 9

Mentoring and coaching programs are essentially the same types of programs.

Question 10

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

Question 11

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

Question 12

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 13

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

Question 14

Leaders and followers use development plans as a road map for changing their own behaviors.

Question 15

Instruments providing 360-degree feedback to managers are particularly useful for leadership development.

Question 16

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 17

_____ 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 18

Leadership development is enhanced when experience involves the three processes of

A)stopping, looking and listening.
B)perception, attribution and learning.
C)action, observation and reflection.
D)action, behavior and consequence.

Question 19

Role plays and videotape are used extensively during informal coaching sessions.

Question 20

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

Question 21

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

A)mid-level managers.
B)first-level supervisors.
C)colleges or universities.
D)maintenance personnel.

Question 22

Which of the following techniques that involve participants being 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 23

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 24

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 25

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 26

Leadership studies programs at the university-level

A)have historically been curricular-based programs offering academic credit in the form of academic majors and minor.
B)appear to be rising in popularity in liberal-arts institutions.
C)are highly curricular based in liberal-arts institutions.
D)focus primarily on the one discipline of management science.

Question 27

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 28

Which of the following statements is true regarding action learning?

A)Adults learn best by learning by doing, which is the basic philosophy of action learning.
B)The level of demonstrated effectiveness of action learning programs for leadership development has not kept pace with their use for idea generation.
C)Action learning often involves assignment to a work team that addresses real time actual challenges the company is facing.
D)All of these statements are true.

Question 29

In this step of informal coaching, leaders determine what drives their followers and where they want to go with their careers.

A)Forging a partnership
B)Inspire commitment
C)Growing skills
D)Promote persistence

Question 30

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 31

In which step of informal coaching do leaders develop a coaching plan?

A)Shaping the environment
B)Growing skills
C)Inspire commitment
D)Promote persistence

Question 32

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 33

_____ 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 34

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 35

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 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

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 38

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 39

Leadership programs for senior executives and CEOs tend to focus on

A)conceptual components.
B)individualized feedback.
C)intellectual components.
D)strategic planning.

Question 40

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.

Question 41

Informal coaching

A)begins with the manager's completion of an extensive battery of personality instruments.
B)is used to diagnose why behavioral change is not occurring and what can be done about it.
C)is more effective for high-performing followers than for low-performing followers.
D)is a one-on-one relationship between the manager and the coach.

Question 42

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

Question 43

Write a short discussion on the five steps of informal coaching.

Question 44

Explain your thoughts on how you would compare and contrast mentoring programs with coaching.

Question 45

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 46

Define double-loop learning.

Question 47

What types of pedagogical elements are commonly used for leadership studies programs?

Question 48

Identify the main elements of the spiral of experience as discussed in this chapter.The spiral of experience is composed of three main elements: Action (what did you do?), observation (what happened?) and reflection (how do you look at it now?).

Question 49

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

Question 50

Which of the following occurs when the organization assigns a relatively inexperienced but high-potential leader to one of the top executives in the company?

A)Informal coaching
B)Informal mentoring
C)Formal coaching
D)Formal mentoring

Question 51

Define single-loop learning.

Question 52

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

Question 53

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