Deck 2: Designing Your Perceptions of Leaders and Leadership

Question 1

The Graham Jones Credibility Pyramid indicates that ______ of a leader's credibility comes from the perception that they care.

A) 20%
B) 50%
C) 70%
D) 80%

Answer 1

B

Question 2

Asking yourself the following question employs the design principle of comparison.

A) Am I seeing all perspectives?
B) What needs to be highlighted?
C) What contrasting example helps illustrate my point?
D) What needs to be prioritized?

Answer 2

C

Question 3

A leader is a person and leadership is a process. What, then, is the role of a positional leader when trying to foster leadership?

A) The leader assumes control and manages processes.
B) The leader becomes the source of expertise that the organization relies upon.
C) The leader becomes the facilitator of the process versus the person in charge.
D) The leader's role is dissolved as everyone is engaged in the leadership process.

Answer 3

C

Question 4

Which of the following best describes a leader practicing Collin's Level 5 leadership:

A) Leaders who are charismatic and capable of swaying large groups.
B) Leaders who are self-aware and confident in their own abilities yet focused on the success of their organization or community.
C) Leaders who surround themselves with the greatest talent and diversity.
D) Leaders who are charismatic and focued on their career growth.

Question 5

The foundation of a leaders' credibility is ______.

A) the perceptions of their followers
B) the strength of their personality
C) the persuasiveness of their arguments
D) the ability to accomplish goals

Question 6

When conveying a vision, you can use the design principle of closure to ______ and increase interest.

A) clarify your message
B) reduce time
C) maximize efficiency
D) reduce complexity

Question 7

While you must pay attention to your internal CORE, effective leaders also must attend to their external reputation and ______.

A) habits
B) image
C) credibility
D) confidence

Question 8

Credibility is required in order for the leader to ______.

A) nurture positive relationships with followers
B) demonstrate the strength of their position
C) be credibly persuasive
D) articulate their vision

Question 9

The design principle of ______ means that to accurately understand and assess something, you must be able to make appropriate comparisons.

A) comparison
B) contrast
C) balance
D) proportion

Question 10

Leadership as a process means ______.

A) mistakes will likely be made (and that is ok)
B) mistakes will likely be made but should be avoided
C) mistakes will likely be made but it is the leader's role to minimize them
D) mistakes will likely be made (and may derail the leadership process)

Question 11

Which of the following is a personal quality that often commands attention, respect, and attraction yet can also frequently be misused?

A) charisma
B) assertiveness
C) creativity
D) persuasiveness

Question 12

The second leadership rule--it's not about you--means that ______.

A) leaders must prioritize the well-being of followers above their own
B) leaders must not let personal challenges impact the organizational process
C) leaders must not make the leadership process about themselves
D) leaders must prioritize the growth and development of their followers above their own

Question 13

Angelique is frequently described by their peers as "inspiring," "charming," and "confident." These are typically words used to describe a person with ______.

A) leadership
B) persistence
C) wisdom
D) charisma

Question 14

For a leader, a ______ is a difficult challenge that has the potential to transform their values, assumptions, and future capabilities.

A) crucible
B) paradigm shift
C) stretch goal
D) group task

Question 15

According to Kouzes and Posner, ______ is the first law of leadership.

A) power
B) influence
C) expertise
D) credibility

Question 16

The design principle of ______ means that people will tend to fill in content or details that are not provided to them.

A) closure
B) balance
C) focal point
D) unity

Question 17

Leaders who rely on their charisma must also ______.

A) possess the competence to back it up
B) project confidence
C) actively engage their followers
D) communicate effectively

Question 18

The design principle of "closure" means that we tend to ______.

A) seek resolution in conflict
B) see complete figures even when part of the information is missing
C) try to maintain as much control as possible in challenging situations
D) quickly move on to the next task

Question 19

Successful leaders following both leadership rules must be both ______.

A) confident and humble
B) confident and decisive
C) decisive and visionary
D) visionary and charismatic

Question 20

The first leadership rule--it's about you--means that ______.

A) leaders have the responsibility of coordinating organizational processes
B) leaders have ultimate responsibility in achieving organizational goals
C) leaders must know more than their followers to be effective
D) leaders must know themselves and invest in designing their leadership

Question 21

The only way to know if your conception of the world is accurate is to first be aware of your conception, and then to ______.

A) forge ahead with your vision
B) validate it by asking your friends
C) question, test, and revise that conception
D) assume that it is wrong

Question 22

Aspiring leaders mindful of their mental models must avoid ______.

A) being ambiguous in their thinking
B) doing things the way they have always been done
C) damaging their reputation
D) narrowing their conceptions to rigid, single-view perceptions of the world

Question 23

The process of organizing, controlling, and coordinating resources to achieve organizational value is ______.

A) leadership
B) supervision
C) management
D) influencing

Question 24

Which of the following is not a common misconception about leadership?

A) Leaders are born.
B) Leaders are made.
C) Leaders need to have a specific set of traits.
D) Leaders do the talking and take charge.

Question 25

Classic management techniques include ______.

A) forecasting, planning, and coordinating
B) teaching, facilitating, and coordinating
C) planning, visioning, and orchestrating
D) brainstorming, influencing, and forecasting

Question 26

Asking people who know you well to provide honest feedback about when you've been at your best is an activity that can enhance which CORE attribute?

A) confidence
B) closure
C) charisma
D) comparison

Question 27

A mental model is ______.

A) your mental representation of things in the world
B) your current knowledge on a topic
C) how lesson plans are designed
D) a method of organizing your ideas

Question 28

Which of the following is not one of the five traits that have been identified as closely tied to effective leadership?

A) determination
B) intelligence
C) assertiveness
D) sociability

Question 29

John Kotter observed that leadership produces change and movement, while management produces ______.

A) organization and momentum
B) order and consistency
C) love and faithfulness
D) pain and stasis

Question 30

Exposure to a new idea is only the starting point of learning. The acquisition of new knowledge happens ______.

A) in the classroom
B) with age
C) after 10,000 hr
D) as you engage with information over and over again

Question 31

Influencing others through ______ is a more effective strategy for conveying a vision.

A) reasoned argument
B) intimidation
C) an appeal to your position of authority
D) connecting with their values

Question 32

The dynamic nature of leadership requires leaders to be ______.

A) flexible in their approach
B) firm in their vision
C) clear in their communication
D) firmly in control

Question 33

Which of these is not one of Katz's three levels of skills?

A) technical skills
B) motivation skills
C) human skills
D) conceptual skills

Question 35

A leader inspiring followers in the wrong direction or toward unethical ends is an example of ______.

A) misused charisma
B) misplaced charisma
C) operationalized charisma
D) ethical charisma

Question 36

Close relationships, even friendships, generally ______ the organization.

A) enhance
B) endanger
C) cause problems in
D) encumber

Question 37

Nurturing the ability to critically question the way you see the world is an example of maintaining flexible ______.

A) approaches
B) mental models
C) supervision
D) communication styles

Question 38

Building a transparent organizational culture is a way to be mindful of which design principle?

A) closure
B) focal point
C) contrast
D) repetition

Question 39

Expressing gratitude is a method of increasing which CORE attribute?

A) organization
B) optimization
C) orchestration
D) optimism

Question 40

Mental models are useful, but also have limitations including the tendency to believe that your ideas about the world are true and ______.

A) the tendency to not see all that is happening
B) the tendency to believe that what you see in the world is true
C) the tendency to not see other's hidden motivations
D) the tendency to believe that what you see in other people is true

Question 41

Which of the following is not a common leadership misconception?

A) Leaders are born.
B) Leaders do the influencing.
C) You are a leader when you hold a position.
D) Leaders must adapt to their context.

Question 42

Describe a pitfall of relying on charisma.

Question 43

Describe three ways to enhance your competence in the CORE model.

Question 44

In a dynamic field like leadership, expertise may be rooted in one's ______.

A) authority
B) adaptability
C) anticipation
D) authenticity

Question 45

Describe how you might go about establishing credibility with followers.

Question 46

Explain the differences between knowledge, skills, and dispositions.

Question 47

Describe one way to maintain flexible mental models.

Question 48

Talking to followers with genuine interest and enthusiasm to find out what they know, want, need, and aspire to is the first step in establishing ______.

A) leadership
B) supervision
C) understanding
D) credibility