Leadership Answers PDF
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This document contains multiple-choice questions and answers about leadership topics, including the "Five Practices of Exemplary Leadership".
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1 The Leadership Challenge Multiple-Choice Test: Chapter 1 - "The Five Practices of Exemplary Leadership®" 1. What did Brian and Anna seize the opportunity to change? a) Leadership styles b) Busin...
1 The Leadership Challenge Multiple-Choice Test: Chapter 1 - "The Five Practices of Exemplary Leadership®" 1. What did Brian and Anna seize the opportunity to change? a) Leadership styles b) Business as usual c) Company policies d) Organizational structure Answer: b) Business as usual Originated from: Page 2. How long have Kouzes and Posner been conducting original global research? a) Over ten years b) Over twenty years c) Over thirty years d) Over forty years Answer: c) Over thirty years Originated from: Page 11 3. What do leaders share in their Personal-Best Leadership Experiences? a) Their failures b) Their individual standards of excellence c) Their personal challenges d) Their leadership styles Answer: b) Their individual standards of excellence Originated from: Page 11 4. Where have Kouzes and Posner found exemplary leadership? a) Only in large corporations b) Only in nonprofit organizations c) Everywhere they look d) Only in government agencies Answer: c) Everywhere they look Originated from: Page 5. What is encouraged in excellent organizations, regardless of title or position? a) Strict adherence to rules b) Acting like a leader c) Avoiding risks d) Following orders 2 Answer: b) Acting like a leader Originated from: Page 6. What myth about leadership is discussed in the text? a) Leadership is only for the elite b) Some people have “it” and some don’t c) Leadership cannot be taught d) Leadership is always inherited Answer: b) Some people have “it” and some don’t Originated from: Page 12 7. What conclusion do people come to after reflecting on their Personal-Best Leadership Experiences? a) Leadership is a rare quality b) Leadership is ingrained in everyone c) Only a few can be true leaders d) Leadership requires extensive training Answer: b) Leadership is ingrained in everyone Originated from: Page 12 8. When did Kouzes and Posner first ask people to tell them about their “personal best” in leading others? a) In the 1960s b) In the 1970s c) In the 1980s d) In the 1990s Answer: c) In the 1980s Originated from: Page 12 9. What do leaders engage in to make extraordinary things happen in organizations? a) Strict management protocols b) The Five Practices of Exemplary Leadership® c) Conventional methods d) Routine procedures Answer: b) The Five Practices of Exemplary Leadership® Originated from: Page 12 10. Which of the following is NOT one of The Five Practices of Exemplary Leadership®? a) Model the Way b) Inspire a Shared Vision 3 c) Challenge the Process d) Emphasize Individuality Answer: d) Emphasize Individuality Originated from: Page 13 11. What do exemplary leaders know is more important than words? a) Titles b) Deeds c) Planning d) Strategy Answer: b) Deeds Originated from: Page 14 12. What must leaders be clear about to effectively Model the Way? a) Their career goals b) Their guiding principles c) Their financial objectives d) Their company’s vision Answer: b) Their guiding principles Originated from: Page 14 13. Who said, “Before you can be a leader of others, you need to know clearly who you are and what your core values are”? a) Ajay Aggrawal b) Alan Spiegelman c) Arpana Tiwari d) Tanvi Lotwala Answer: b) Alan Spiegelman Originated from: Page 14 14. What did Arpana Tiwari realize about her values after speaking with others? a) They were irrelevant b) They became clearer c) They were not important d) They were unchangeable Answer: b) They became clearer Originated from: Page 14 4 15. What is required of leaders when confronting decisions that are not aligned with values? a) Avoiding confrontation b) Taking immediate action c) Seeking advice from others d) Ignoring the misalignment Answer: b) Taking immediate action Originated from: Page 16. What must words and deeds be for leaders to be taken seriously? a) Contradictory b) Consistent c) Ambiguous d) Random Answer: b) Consistent Originated from: Page 14 17. What begins every organization and social movement, according to the text? a) A detailed plan b) A vision c) A financial investment d) A charismatic leader Answer: b) A vision Originated from: Page 15 18. What must leaders do to enlist others in a common vision? a) Appeal to shared aspirations b) Command authority c) Enforce strict rules d) Avoid taking risks Answer: a) Appeal to shared aspirations Originated from: Page 15 19. What approach did Ritzman Pharmacies use to create a shared vision? a) Top-down management b) Grassroots involvement c) External consulting d) Individual contributions Answer: b) Grassroots involvement Originated from: Page 15 5 20. What is crucial for leaders to show their constituents? a) How to follow orders b) How the dream is a shared dream c) How to increase profits d) How to achieve personal goals Answer: b) How the dream is a shared dream Originated from: Page 15 21. What do leaders use to ignite passion in others? a) Enthusiasm and excitement b) Financial incentives c) Strict discipline d) Detailed instructions Answer: a) Enthusiasm and excitement Originated from: Page 15 22. What is the crucible for greatness, according to the text? a) Comfort b) Challenge c) Stability d) Success Answer: b) Challenge Originated from: Page 16 23. What did Srinath Thurthahalli Nagaraj emphasize as important when things did not work as expected? a) Abandoning the project b) Experimenting and challenging ideas c) Sticking to the original plan d) Seeking approval from superiors Answer: b) Experimenting and challenging ideas Originated from: Page 16 24. What is one way to deal with the potential risks and failures of experimentation? a) Avoid taking any risks b) Generate small wins and learn from experience c) Focus solely on success d) Ignore failures and move on Answer: b) Generate small wins and learn from experience Originated from: Page 16 6 25. What do leaders need to create for successful collaboration, according to the text? a) Competition among team members b) A climate of experimentation c) Individual recognition d) Strict supervision Answer: b) A climate of experimentation Originated from: Page 16 26. What does the process of learning and making extraordinary things happen involve? a) Avoiding risks b) Experimenting and learning from failures c) Following traditional methods d) Relying on past successes Answer: b) Experimenting and learning from failures Originated from: Page 17 27. What must leaders foster to enable others to act? a) Strict rules and guidelines b) Collaboration and individual accountability c) A competitive environment d) A focus on individual success Answer: b) Collaboration and individual accountability Originated from: Page 17 28. What does building trust within a team lead to? a) Decreased motivation b) Increased risks and changes c) Reduced collaboration d) Increased turnover Answer: b) Increased risks and changes Originated from: Page 18 29. What do leaders create when they encourage the heart? a) A culture of fear b) A culture of celebrating values and victories c) A focus on financial success d) A hierarchy of power Answer: b) A culture of celebrating values and victories Originated from: Page 19 7 30. What does celebrating milestones and victories help build within a team? a) Individualism b) A sense of collective identity and community spirit c) A focus on personal goals d) A competitive environment Answer: b) A sense of collective identity and community spirit Originated from: Page 19 Multiple-Choice Test: Chapter 2 - "Credibility is the Foundation of Leadership" 31. What is the primary foundation of leadership according to Kouzes and Posner? a) Charisma b) Credibility c) Intelligence d) Ambition Answer: b) Credibility Originated from: Page 28 32. Which of the following is NOT one of the top four qualities that people most look for in a leader according to Kouzes and Posner's research? a) Honest b) Competent c) Humorous d) Inspiring Answer: c) Humorous Originated from: Page 31 33. How many qualities from the Characteristics of Admired Leaders (CAL) checklist typically receive over 60% of the votes? a) Two b) Four c) Six d) Eight Answer: b) Four Originated from: Page 29 34. Which leadership practice is closely associated with being forward-looking? a) Model the Way 8 b) Enable Others to Act c) Inspire a Shared Vision d) Encourage the Heart Answer: c) Inspire a Shared Vision Originated from: Page 32 35. What is considered the most personal quality people look for in a leader? a) Competence b) Honesty c) Inspiration d) Vision Answer: b) Honesty Originated from: Page 33 36. According to the chapter, why is honesty so critical in a leader? a) It enhances personal reputations b) It reduces the need for supervision c) It encourages creativity in the team d) It helps leaders delegate effectively Answer: a) It enhances personal reputations Originated from: Page 33 37. What does leadership competence primarily refer to? a) The leader’s ability to perform technical tasks b) The leader’s track record and ability to get things done c) The leader’s educational background d) The leader’s ability to network Answer: b) The leader’s track record and ability to get things done Originated from: Page 34 38. Why is it important for leaders to be inspiring, according to the chapter? a) To maintain strict control over their team b) To communicate a sense of purpose and optimism c) To avoid making unpopular decisions d) To increase their personal popularity Answer: b) To communicate a sense of purpose and optimism Originated from: Page 35-36 39. What characteristic is emphasized as becoming more critical as leaders move up in the organizational hierarchy? 9 a) Technical expertise b) Forward-looking c) Charisma d) Flexibility Answer: b) Forward-looking Originated from: Page 37 Multiple-Choice Test: Chapter 3 - "Clarify Values" 41. What is the first step in becoming an exemplary leader according to the text? a) Establishing authority b) Clarifying your values c) Building a strong team d) Setting organizational goals Answer: b) Clarifying your values Originated from: Page 48 42. Why did Sumaya find it important to share her values with her team? a) To impose her will on the team b) To help the team understand her decisions and actions c) To ensure everyone followed the same rules d) To avoid taking responsibility Answer: b) To help the team understand her decisions and actions Originated from: Page 47-48 43. What is meant by the phrase "find your voice" in the context of leadership? a) Discovering how to speak louder in meetings b) Identifying and expressing your authentic values and beliefs c) Mimicking other successful leaders d) Delegating tasks more effectively Answer: b) Identifying and expressing your authentic values and beliefs Originated from: Page 49 44. According to the text, why is it important for leaders to articulate their values? a) It makes them appear more authoritative b) It helps to build trust and credibility with their team c) It reduces the need for team collaboration d) It simplifies decision-making for the leader 10 Answer: b) It helps to build trust and credibility with their team Originated from: Page 49-50 45. According to the chapter, what is the role of shared values in a team? a) To limit creativity and enforce strict rules b) To build a strong, unified, and productive team c) To ensure individual success over team success d) To minimize communication among team members Answer: b) To build a strong, unified, and productive team Originated from: Page 61-62 46. What does the text suggest is a consequence of not clarifying and aligning values in an organization? a) Improved job satisfaction b) Higher levels of job stress and tension c) Increased innovation and creativity d) More effective communication and collaboration Answer: b) Higher levels of job stress and tension Originated from: Page 62 47. Why is it important for leaders to involve their team in the process of clarifying values? a) It reduces the leader's workload b) It helps forge unity and ensures that everyone is committed to the same values c) It allows the leader to avoid making difficult decisions d) It eliminates the need for further discussions about values Answer: b) It helps forge unity and ensures that everyone is committed to the same values Originated from: Page 67-68 Multiple-Choice Test: Chapter 4 - "Set the Example" 51. What action did Steve take to start setting an example in his workplace? a) Instituted a new training program b) Organized daily team meetings c) Started picking up trash in the plant d) Implemented new safety protocols Answer: c) Started picking up trash in the plant Originated from: Page 71 11 52. What is the behavioral definition of credibility according to Kouzes and Posner? a) Consistently delivering results b) Having a strong personality c) "Do what you say you will do" (DWYSYWD) d) Being innovative and creative Answer: c) "Do what you say you will do" (DWYSYWD) Originated from: Page 72 53. What does "Setting the Example" primarily involve for leaders? a) Delegating tasks efficiently b) Practicing what you preach c) Developing new strategies d) Managing resources effectively Answer: b) Practicing what you preach Originated from: Page 73 54. Why is it important for leaders to align their actions with shared values? a) To ensure personal success b) To gain more followers c) To maintain credibility and trust with their constituents d) To increase their authority Answer: c) To maintain credibility and trust with their constituents Originated from: Page 74 55. How did Tyrone O’Neill demonstrate leadership by setting an example at Optus? a) By taking on more responsibilities alone b) By reducing the number of customer calls c) By personally making customer satisfaction calls d) By delegating customer satisfaction to his team Answer: c) By personally making customer satisfaction calls Originated from: Page 77 56. According to the chapter, what is the strongest indicator of what is important to a leader? a) The leader's job title b) The leader's communication style c) How the leader spends their time d) The leader’s educational background Answer: c) How the leader spends their time Originated from: Page 75 12 57. What lesson is emphasized through the story of George Washington during the harsh winter of 1777? a) The importance of strategic planning b) The value of formal education c) Leading by sharing the hardships with your team d) The necessity of a strong military force Answer: c) Leading by sharing the hardships with your team Originated from: Page 75 58. What impact does the alignment between a leader's words and deeds have, according to research on "behavioral integrity"? a) It increases the leader's workload b) It has no significant impact c) It strongly influences trust and performance levels among constituents d) It primarily affects the leader's reputation outside the organization Answer: c) It strongly influences trust and performance levels among constituents Originated from: Page 74 59. Why is it important for leaders to ask purposeful questions? a) To control team members' actions b) To demonstrate their authority c) To direct attention to important values and foster participation d) To gather information for reports Answer: c) To direct attention to important values and foster participation Originated from: Page 80 60. What role do stories play in leadership according to Kouzes and Posner? a) They are a distraction from the main tasks b) They simplify complex data c) They are a powerful tool for teaching shared values and lessons d) They replace the need for formal communication Answer: c) They are a powerful tool for teaching shared values and lessons Originated from: Page 88 13 Multiple-Choice Test: Chapter 5 - "Envision the Future" 61. What did Anh emphasize in his vision for the team? a) Cost-cutting measures b) The importance of following company protocols c) The team's potential to be a design powerhouse d) The need for immediate results Answer: c) The team's potential to be a design powerhouse Originated from: Page 96 62. What is the importance of a shared vision? a) It reduces the need for communication b) It attracts more people and sustains motivation c) It allows leaders to delegate more tasks d) It simplifies decision-making Answer: b) It attracts more people and sustains motivation Originated from: Page 97 63. What are the two essentials of making a commitment to Envision the Future? a) Delegating tasks and avoiding risks b) Imagine the possibilities and find a common purpose c) Setting goals and enforcing rules d) Hiring experts and managing resources Answer: b) Imagine the possibilities and find a common purpose Originated from: Page 97 64. How do leaders often describe the process of envisioning the future? a) As a logical and straightforward activity b) As a gut instinct or intuition c) As a group decision-making process d) As irrelevant to leadership Answer: b) As a gut instinct or intuition Originated from: Page 98 65. What should every leader have, as suggested by the text? a) A detailed plan for every situation b) A central message or theme c) A backup strategy for emergencies d) A large support team 14 Answer: b) A central message or theme Originated from: Page 99 66. What percentage of direct reports strongly agree to work harder if their leader is clear about the future? a) 15% b) 35% c) 50% d) 73% Answer: d) 73% Originated from: Page 99 67. What role does reflecting on the past play in envisioning the future? a) It has no impact b) It helps leaders identify recurring themes and values c) It only distracts from future planning d) It should be avoided Answer: b) It helps leaders identify recurring themes and values Originated from: Page 100 68. What should leaders do to better envision the future? a) Focus only on the future without looking back b) Look into their past and identify lifelong themes c) Avoid thinking about the past altogether d) Rely solely on current trends Answer: b) Look into their past and identify lifelong themes Originated from: Page 100 69. What did Gautam Aggarwal realize about envisioning the future? a) It is best done in isolation b) It must be supported by an understanding of the present c) It requires detailed forecasts d) It should focus only on the past Answer: b) It must be supported by an understanding of the present Originated from: Page 102 70. What is one of the first things Gautam Aggarwal did to understand the present? a) Reviewed financial reports b) Held an open forum for feedback c) Consulted with external experts 15 d) Created a detailed project plan Answer: b) Held an open forum for feedback Originated from: Page 102 71. What is a leader's job in relation to future projects? a) Focus only on the current project b) Think about the next project and the one after that c) Avoid planning for the future d) Delegate future planning to others Answer: b) Think about the next project and the one after that Originated from: Page 104 72. What should leaders do to attract followers more readily and mobilize collective action? a) Focus only on short-term goals b) Focus on the future and long-term view c) Ignore current challenges d) Rely solely on past experiences Answer: b) Focus on the future and long-term view Originated from: Page 104 73. What did Amit Tolmare learn about leadership? a) Leaders should impose their vision on others b) No leader can dream alone c) Leadership is about enforcing rules d) Leaders should avoid taking risks Answer: b) No leader can dream alone Originated from: Page 107 74. What happens when people share the same passion as the leader? a) They resist change b) They commit fully and deliver their best c) They focus only on their individual goals d) They lose interest in the project Answer: b) They commit fully and deliver their best Originated from: Page 107 75. What is the central task for leaders regarding vision? a) To dictate their personal vision to others b) To inspire a shared vision 16 c) To focus solely on their own goals d) To avoid involving others in the visioning process Answer: b) To inspire a shared vision Originated from: Page 107 76. What is essential for leaders when engaging others in a vision? a) Ensuring that only the leader's needs are met b) Showing how the vision serves others' needs as well c) Focusing only on short-term benefits d) Avoiding discussions about the future Answer: b) Showing how the vision serves others' needs as well Originated from: Page 108 77. What is the importance of listening deeply to others in leadership? a) It helps leaders maintain control b) It allows leaders to give voice to constituents' feelings c) It enables leaders to avoid conflicts d) It reduces the need for communication Answer: b) It allows leaders to give voice to constituents' feelings Originated from: Page 108 78. What did Melinda Jackson realize about improving team cohesion? a) It requires strict enforcement of rules b) It can be achieved by regularly checking in and actively listening c) It is unnecessary if the team is performing well d) It depends solely on individual efforts Answer: b) It can be achieved by regularly checking in and actively listening Originated from: Page 110 Multiple-Choice Test: Chapter 6 - "Enlist Others" 91. What was the main challenge Jan Pacas faced when he arrived at the Australia operation of Hilti Corporation? a) Implementing new software b) Creating a clear direction c) Reducing employee turnover d) Increasing sales revenue Answer: b) Creating a clear direction Originated from: Page 117 17 92. According to Jan Pacas, what is crucial for people to understand about the vision of an organization? a) The strategic objectives b) The business rationale c) What the vision means for them in concrete, tangible terms d) The financial impact Answer: c) What the vision means for them in concrete, tangible terms Originated from: Page 118 93. What phrase did Jan Pacas use to make the vision relatable to employees at Hilti Corporation? a) "Painting Australia Blue" b) "Revolutionizing the Market" c) "Painting Australia Red" d) "Transforming the Industry" Answer: c) "Painting Australia Red" Originated from: Page 117 94. What are the three elements Jan Pacas mentioned that a vision must appeal to? a) Head, heart, and hands b) Mind, body, and soul c) Strategy, execution, and metrics d) Vision, values, and action Answer: a) Head, heart, and hands Originated from: Page 118 95. What do people need to sustain commitment to a distant dream, according to the chapter? a) Logical reasoning b) Financial incentives c) Vast reserves of energy and excitement d) Detailed plans Answer: c) Vast reserves of energy and excitement Originated from: Page 119 96. What are the two essentials required to enlist others? a) Communicate goals and provide feedback b) Appeal to common ideals and animate the vision c) Develop strategy and monitor progress d) Set targets and evaluate performance 18 Answer: b) Appeal to common ideals and animate the vision Originated from: Page 119 97. What are visions about, as described in the chapter? a) Immediate actions and tasks b) Financial goals c) Hopes, dreams, and aspirations d) Market competition Answer: c) Hopes, dreams, and aspirations Originated from: Page 119 98. What pulls people forward, especially in challenging times? a) Clear instructions b) Exciting possibilities that can make a profound difference c) Financial rewards d) Risk management Answer: b) Exciting possibilities that can make a profound difference Originated from: Page 120 99. What was Nancy Sullivan's primary focus when addressing her team’s daunting divisional objectives? a) Increasing productivity b) Reducing costs c) Connecting her team to a bigger picture d) Improving customer service Answer: c) Connecting her team to a bigger picture Originated from: Page 121 100. According to research, what happens when people connect their daily work to a meaningful purpose? a) They become more engaged and less likely to leave b) They request more vacation time c) They become more risk-averse d) They prefer to work independently Answer: a) They become more engaged and less likely to leave Originated from: Page 122 101. How much more favorably are leaders evaluated when they show people how enlisting in a common vision serves their long-term interests? a) Five times more favorably 19 b) Ten times more favorably c) Sixteen times more favorably d) Twenty times more favorably Answer: c) Sixteen times more favorably Originated from: Page 122 102. What increases the probability of success for a compelling vision, according to market researcher Doug Hall? a) Proper execution b) Effective communication c) Higher levels of distinctiveness d) Market research Answer: c) Higher levels of distinctiveness Originated from: Page 124 103. What was a principal cause of the decline of the bookstore managed by Azmeena Zaveri in Karachi, Pakistan? a) Lack of financial resources b) Incompetent staff c) Lack of vision and direction d) High competition Answer: c) Lack of vision and direction Originated from: Page 125 104. What metaphor does Cheryl Johnson use to represent her vision for employee development? a) A garden b) A marketplace c) A library d) A workshop Answer: b) A marketplace Originated from: Page 130 105. What effect does positive communication have on people, according to Barbara Fredrickson's research? a) It makes them less likely to take risks b) It increases their innovation and resilience c) It makes them more competitive d) It decreases their work satisfaction 20 Answer: b) It increases their innovation and resilience Originated from: Page 135 106. What is the key to making messages stick, according to the chapter? a) Using technical jargon b) Tapping into people's emotions c) Providing detailed explanations d) Repeating the message often Answer: b) Tapping into people's emotions Originated from: Page 138 107. What kind of leader do constituents want during uncertain times? a) A leader with a strict approach b) A leader who is negative but realistic c) A leader with a positive, confident, can-do approach d) A leader who avoids risks Answer: c) A leader with a positive, confident, can-do approach Originated from: Page 134 108. What type of behavior do charismatic leaders exhibit more than others? a) They speak more slowly b) They are more animated c) They avoid showing emotions d) They are more reserved Answer: b) They are more animated Originated from: Page 136 109. What did Cathryn Meyer learn from observing Patrick, the head of the Wildlife Department? a) Extroversion is a prerequisite for leadership b) Genuine passion can be conveyed quietly and effectively c) Leaders must always be loud and energetic d) Introverts cannot be effective leaders Answer: b) Genuine passion can be conveyed quietly and effectively Originated from: Page 110. What is a necessary prerequisite for enlisting others in a shared vision? a) Extensive research b) Genuineness c) Financial incentives 21 d) Team meetings Answer: b) Genuineness Originated from: Page 111. What does Simon Sinek emphasize as important in inspiring people? a) Starting with “why” b) Offering financial incentives c) Delegating tasks effectively d) Conducting regular meetings Answer: a) Starting with “why” Originated from: Page 112. What happens when people feel rebuffed or left out, according to neural network research? a) They become more motivated b) They experience physical pain c) They increase their productivity d) They become more competitive Answer: b) They experience physical pain Originated from: Page 113. What impact does using symbolic language have on communicating a vision? a) It clarifies technical details b) It brings the vision to life c) It makes the vision more abstract d) It increases confusion Answer: b) It brings the vision to life Originated from: Page 114. What phrase captures the impact of creating compelling visions? a) "Welcome to our company, and we're just like everyone else" b) "Our visions must differentiate us from others" c) "Distinctiveness decreases success probability" d) "Following trends ensures success" Answer: b) "Our visions must differentiate us from others" Originated from: Page 115. What type of mindset did Kent Christensen adopt after a town hall meeting with his new vice president? 22 a) A mindset of confusion b) A mindset of routine tasks c) A mindset of belonging and purpose d) A mindset of resignation Answer: c) A mindset of belonging and purpose Originated from: Page 116. What does Debbie Sharp compare her role in Employee Learning and Organizational Development to? a) A coach b) A teacher c) A lamplighter d) A guide Answer: c) A lamplighter Originated from: Page 117. What did Ari Ashkenazi appreciate about his first supervisor's approach? a) Her strictness and attention to detail b) Her focus on positive outcomes and learning from failures c) Her demand for perfection d) Her insistence on quick results Answer: b) Her focus on positive outcomes and learning from failures Originated from: Page 118. What do leaders need to convey to foster team spirit and optimism? a) Their own doubts and concerns b) The challenges ahead c) A positive, confident vision of the future d) Strict guidelines and rules Answer: c) A positive, confident vision of the future Originated from: Page 119. What did Cathryn Meyer initially think about the prerequisites for successful leadership? a) Extroversion and unbridled energy b) Detailed knowledge of all tasks c) Strict adherence to protocols d) Delegation and micro-management Answer: a) Extroversion and unbridled energy Originated from: Page 23 120. What did the volunteers in the hospice care exercise realize through the exercise of giving up cards? a) The importance of financial planning b) The emotional impact of loss c) The efficiency of structured tasks d) The value of teamwork Answer: b) The emotional impact of loss Originated from: Page Multiple-Choice Test: Chapter 7 - "Search for Opportunities" 121. What characterized the project execution throughout the company where Aristotle Verdant worked? a) Success and timeliness b) Panic, chaos, overtime, and budget overruns c) Strict adherence to guidelines d) Lack of innovation Answer: b) Panic, chaos, overtime, and budget overruns Originated from: Page 122. What did Aristotle Verdant do to address the issues in his company? a) He ignored the problems b) He decided to meet the challenge with change c) He focused solely on his department d) He blamed others for the issues Answer: b) He decided to meet the challenge with change Originated from: Page 123. Where did Aristotle Verdant seek advice to solve his company’s project management issues? a) Within his own department b) From an ex-colleague at his former company c) From a competitor d) From online forums Answer: b) From an ex-colleague at his former company Originated from: Page 124. What did Aristotle's team do before rolling out the new process they devised? a) They implemented it company-wide immediately 24 b) They ignored feedback c) They experimented with its effectiveness through pilot projects d) They discarded the new process Answer: c) They experimented with its effectiveness through pilot projects Originated from: Page 125. What was the outcome of Aristotle's new project management process? a) It was a complete failure b) The project schedule slippage and costs were reduced by 20 percent c) The process was abandoned d) It was met with resistance and not implemented Answer: b) The project schedule slippage and costs were reduced by 20 percent Originated from: Page 126. What do exemplary leaders embrace according to the text? a) The status quo b) The commitment to Search for Opportunities c) Avoiding challenges d) Solely focusing on internal improvements Answer: b) The commitment to Search for Opportunities Originated from: Page 127. What does meeting new challenges always require? a) Keeping things the same b) Responding with the same old solutions c) Changing the status quo d) Avoiding risks Answer: c) Changing the status quo Originated from: Page 128. What did Robin Donahue's team achieve by the end of the year in their project? a) They failed to meet their goals b) They reduced the number of noncompliance reports by nearly triple their initial objective c) They abandoned the project d) They maintained the same level of performance Answer: b) They reduced the number of noncompliance reports by nearly triple their initial objective Originated from: Page 25 129. What is essential for making a difference as a leader? a) Going through the motions b) Seizing the initiative to change the way things are c) Maintaining the status quo d) Waiting for others to take the lead Answer: b) Seizing the initiative to change the way things are Originated from: Page 130. What insight did Emily Taylor gain about leaders? a) Leaders should never question the status quo b) Leaders must be constantly on the lookout for opportunities for improvement c) Leaders should rely solely on tradition d) Leaders should avoid asking questions Answer: b) Leaders must be constantly on the lookout for opportunities for improvement Originated from: Page 131. What does research show about managers rated high in proactivity? a) They are assessed as less effective leaders b) They are assessed as more effective leaders c) They are often overlooked for promotions d) They are less likely to innovate Answer: b) They are assessed as more effective leaders Originated from: Page 132. What attitude do leaders who want to make something happen often face? a) “If it ain't broke, don’t fix it” b) “Always follow the rules” c) “Never take risks” d) “Avoid change at all costs” Answer: a) “If it ain't broke, don’t fix it” Originated from: Page 133. What did Marina Iatomase learn from her broad assignment at HP's global business services finance group? a) Change should be avoided b) Taking initiative is important even in the face of adversity c) Always follow the existing processes d) Leadership is not about making a difference 26 Answer: b) Taking initiative is important even in the face of adversity Originated from: Page 134. What was Starbucks's Frappuccino a result of? a) Corporate leadership’s directive b) A district manager’s initiative to experiment with a new product c) A failed marketing campaign d) A routine corporate decision Answer: b) A district manager’s initiative to experiment with a new product Originated from: Page 135. What lesson did John Wang learn from his first job at Visa? a) Only leaders should take initiative b) Giving everyone the opportunity to take initiative can result in positive changes c) Innovation should be left to senior management d) Never question the established processes Answer: b) Giving everyone the opportunity to take initiative can result in positive changes Originated from: Page 136. What did Azmeena Zaveri do to break out of a pattern of monotony? a) She ignored new ideas b) She created a new forum to brainstorm improvements after every event c) She strictly followed the existing processes d) She discouraged her team from experimenting Answer: b) She created a new forum to brainstorm improvements after every event Originated from: Page 137. What do leaders want people to do, according to the text? a) Follow orders without question b) Speak up and offer suggestions for improvement c) Avoid challenging the status quo d) Focus solely on their assigned tasks Answer: b) Speak up and offer suggestions for improvement Originated from: Page 138. What is a critical element in generating a can-do attitude among team members? a) Keeping the tasks simple and easy b) Providing opportunities for people to gain mastery one step at a time 27 c) Avoiding any challenges d) Ensuring that no one takes risks Answer: b) Providing opportunities for people to gain mastery one step at a time Originated from: Page 139. What does the data show about leaders who are role models for taking initiative? a) They are less effective b) They are viewed less favorably by their team c) They inspire higher levels of commitment, motivation, and productivity d) They are often isolated from their team Answer: c) They inspire higher levels of commitment, motivation, and productivity Originated from: Page 140. What do exemplary leaders challenge for? a) The sake of challenge itself b) Meaning's sake and with a drive to take actions for the better c) To maintain the status quo d) To avoid any disruptions Answer: b) Meaning's sake and with a drive to take actions for the better Originated from: Page 141. What is the strongest motivation to deal with challenges, according to the text? a) External rewards b) Internal motivation c) Strict supervision d) Financial incentives Answer: b) Internal motivation Originated from: Page 142. What is essential for seeing things differently and creatively? a) Following established routines b) Bombarding your brain with stuff it has never encountered c) Sticking to preexisting views d) Avoiding new experiences Answer: b) Bombarding your brain with stuff it has never encountered Originated from: Page 28 143. What should leaders do to promote external and internal dialogue about finding innovative opportunities? a) Stay in their offices b) Lead by wandering about and asking questions c) Rely solely on reports and data d) Avoid interacting with their teams Answer: b) Lead by wandering about and asking questions Originated from: Page 144. What does the receptivity to new ideas lead to, according to the text? a) Maintaining the status quo b) Challenging the process effectively c) Avoiding new challenges d) Sticking to traditional methods Answer: b) Challenging the process effectively Originated from: Page 145. What should leaders be on the lookout for in their organizations? a) Rigid adherence to procedures b) New ideas wherever they are c) Avoiding risks at all costs d) Maintaining the same processes Answer: b) New ideas wherever they are Originated from: Page 146. What is the importance of treating every job as an adventure? a) It helps maintain the status quo b) It opens opportunities to make something extraordinary happen c) It limits creativity d) It focuses on routine tasks Answer: b) It opens opportunities to make something extraordinary happen Originated from: Page 147. What did Luis Zaveleta learn about leadership in his role at Wells Fargo Bank? a) Always follow the SOP without question b) Leaders need to be brave enough to go against the tide to improve a process c) Stick strictly to established procedures d) Avoid questioning existing methods Answer: b) Leaders need to be brave enough to go against the tide to improve a 29 process Originated from: Page 148. What does effective communication outside your own group lead to, according to the text? a) Decreased performance over time b) Higher performance in groups c) Isolation from other departments d) Maintenance of the status quo Answer: b) Higher performance in groups Originated from: Page 149. What role does purpose play in challenging the process? a) It is not important b) It provides a powerful source of motivation c) It only matters in some cases d) It distracts from the challenges Answer: b) It provides a powerful source of motivation Originated from: Page 150. How should leaders approach new ideas from outside the organization? a) Ignore them b) Be willing to hear, consider, and accept them c) Focus solely on internal ideas d) Avoid any external influences Answer: b) Be willing to hear, consider, and accept them Originated from: Page Multiple-Choice Test: Chapter 8 - "Experiment and Take Risks" 151. What methodology did Cathryn Meyer use to approach a new project she was leading? a) Waterfall methodology b) Agile, iterative approach c) Six Sigma process d) Lean manufacturing Answer: b) Agile, iterative approach Originated from: Page 30 152. What was the main challenge Cathryn Meyer faced in her project? a) Developing a new product line b) Standardizing job titles across the company c) Reducing operational costs d) Implementing a new software system Answer: b) Standardizing job titles across the company Originated from: Page 153. Which of the following best describes Cathryn's approach to solving the problem? a) Diagnosing the problem and implementing a solution in a vacuum b) Conducting mini experiments and gathering feedback c) Implementing a one-size-fits-all solution d) Outsourcing the project to an external consultant Answer: b) Conducting mini experiments and gathering feedback Originated from: Page 154. What was the outcome of Cathryn's iterative process? a) A proposal that was rejected by stakeholders b) A proposal that had gone through multiple iterations and gained approval c) A decision to abandon the project d) A standardized solution that failed to meet expectations Answer: b) A proposal that had gone through multiple iterations and gained approval Originated from: Page 155. How did Cathryn implement the new job titles across the organization? a) By rolling them out all at once across the company b) By implementing them one function at a time c) By outsourcing the task to a third-party vendor d) By conducting a company-wide training program Answer: b) By implementing them one function at a time Originated from: Page 156. What did Cathryn's success in the initial phases of the project inspire her to do? a) Leave the company for a new opportunity b) Continue with the status quo c) Streamline and consolidate job families d) Abandon the project due to resistance 31 Answer: c) Streamline and consolidate job families Originated from: Page 157. What do leaders need to do to achieve extraordinary results, according to the text? a) Follow established procedures b) Do things that have never been done before c) Rely on past successes d) Avoid taking risks Answer: b) Do things that have never been done before Originated from: Page 158. What is the difference between an exemplary leader and an individual risk- taker? a) Leaders avoid risks, while risk-takers embrace them b) Leaders create conditions where people want to join them c) Leaders focus on short-term gains, while risk-takers focus on long-term goals d) Leaders take risks alone, while risk-takers collaborate with others Answer: b) Leaders create conditions where people want to join them Originated from: Page 159. What is one way leaders can make risk-taking safe? a) By avoiding experimentation b) By turning experiments into learning opportunities c) By focusing on large, go-for-broke projects d) By minimizing team involvement in decision-making Answer: b) By turning experiments into learning opportunities Originated from: Page 160. According to the text, what is essential for making extraordinary things happen? a) Sticking to proven methods b) Generating small wins and learning from experience c) Following the leader's intuition d) Relying on hierarchical decision-making Answer: b) Generating small wins and learning from experience Originated from: Page 161. What is an example of generating small wins in a project? a) Setting large, distant goals 32 b) Breaking the project down into milestones c) Waiting until the end to celebrate achievements d) Ignoring early achievements Answer: b) Breaking the project down into milestones Originated from: Page 162. What does the African proverb mentioned in the text advise? a) Test the depth of the water with both feet b) Never test the depth of the water with both feet c) Always take risks without hesitation d) Avoid risks at all costs Answer: b) Never test the depth of the water with both feet Originated from: Page 163. According to the text, what is the impact of using a small win process on leader effectiveness ratings? a) Decreases effectiveness ratings b) Has no impact on effectiveness ratings c) Increases effectiveness ratings dramatically d) Lowers team morale Answer: c) Increases effectiveness ratings dramatically Originated from: Page 164. What does the text suggest is the relationship between small wins and innovation? a) Small wins hinder innovation b) Small wins have no effect on innovation c) Small wins contribute to greater organizational productivity d) Small wins lead to immediate success Answer: c) Small wins contribute to greater organizational productivity Originated from: Page 165. What is a key factor in building psychological hardiness? a) Ignoring stress and adversity b) Commitment, control, and challenge c) Avoiding challenges altogether d) Relying solely on external support Answer: b) Commitment, control, and challenge Originated from: Page 33 166. What did Della Dsouza focus on to improve her sales performance? a) Increasing her sales by at least one each week b) Reducing her working hours c) Avoiding interaction with customers d) Sticking to her initial sales strategy Answer: a) Increasing her sales by at least one each week Originated from: Page 167. What helped Della Dsouza build her confidence in dealing with customers? a) Receiving constant praise from her manager b) Achieving small wins and learning from them c) Avoiding challenging sales targets d) Working independently without feedback Answer: b) Achieving small wins and learning from them Originated from: Page 168. What is the most effective way to ensure success in innovation, according to the text? a) Experiment with many ideas, not just one or two big ones b) Stick to one proven method c) Avoid taking any risks d) Wait for perfect conditions before starting Answer: a) Experiment with many ideas, not just one or two big ones Originated from: Page 169. What question do exemplary leaders always ask when things don't go as expected? a) Who is to blame? b) What can we learn? c) How can we avoid this in the future? d) Should we give up? Answer: b) What can we learn? Originated from: Page 170. What mindset do exemplary leaders need to have when facing challenges? a) Fixed mindset b) Growth mindset c) Defensive mindset d) Passive mindset 34 Answer: b) Growth mindset Originated from: Page 171. What does it mean to have a growth mindset, according to Carol Dweck? a) Believing your qualities are carved in stone b) Believing your basic qualities can be cultivated through effort c) Believing that failure is permanent d) Believing that only talent leads to success Answer: b) Believing your basic qualities can be cultivated through effort Originated from: Page 172. What is necessary for developing a growth mindset in yourself and others? a) Avoiding challenges b) Embracing challenges and learning from them c) Blaming others for failures d) Sticking to familiar tasks Answer: b) Embracing challenges and learning from them Originated from: Page 173. According to the text, what is most important in promoting learning and nurturing a growth mindset? a) Strict supervision b) Trust c) Competition d) Rigid adherence to rules Answer: b) Trust Originated from: Page 174. What did Phil Martens learn was not the path to success in leadership? a) Micromanaging b) Trusting his team c) Encouraging innovation d) Setting clear boundaries Answer: a) Micromanaging Originated from: Page 175. What do the best workplaces have more of, according to Ron Friedman? a) More rules and regulations b) Fewer mistakes c) More mistakes, because people feel secure in taking ownership of them 35 d) Less emphasis on innovation Answer: c) More mistakes, because people feel secure in taking ownership of them Originated from: Page 176. What are organizations that are serious about creating a climate for learning likely to provide? a) Punishments for mistakes b) Formal and informal opportunities for development c) Strict guidelines for all employees d) Limited opportunities for experimentation Answer: b) Formal and informal opportunities for development Originated from: Page 177. What is curiosity essential for, according to Brian Grazer? a) Maintaining the status quo b) Thinking outside the box c) Avoiding new challenges d) Keeping things simple Answer: b) Thinking outside the box Originated from: Page 178. What must you do to develop a growth mindset, according to the text? a) Avoid challenges b) Embrace challenges and persist despite setbacks c) Stick to your natural talents d) Avoid feedback from others Answer: b) Embrace challenges and persist despite setbacks Originated from: Page 179. What do resilient people believe when faced with setbacks? a) That the situation is permanent b) That they can do nothing to change the outcome c) That the situation is temporary and they can influence the outcome d) That they should give up immediately Answer: c) That the situation is temporary and they can influence the outcome Originated from: Page 17 180. What is the key to making extraordinary things happen, according to the chapter? a) Playing it safe 36 b) Experimenting and taking risks c) Following traditional methods d) Avoiding change Answer: b) Experimenting and taking risks Originated from: Page