Week 1-2 Leadership Quiz Q's PDF

Week 1 What is one of the components of emotional intelligence? A. Our ability to recognize, understand, and manage our own emotions B. Our ability to express our emotions and provide emotional support to others C. Our ability to recognize, understand, and manage the emotions of others D. Ou...

Week 1 What is one of the components of emotional intelligence? A. Our ability to recognize, understand, and manage our own emotions B. Our ability to express our emotions and provide emotional support to others C. Our ability to recognize, understand, and manage the emotions of others D. Our ability to express our emotions and understand the emotions of others What are the two types of empathy? A. Open Self and Blind Self B. Affective and Cognitive C. Interpersonal and Intrapersonal D. Internal and External Which of the following are leadership powers? A. Reward, Information, and Confident B. Information, Expertise, and Reward C. Referent, Creditable, and Expert D. Expert, Reward, and Confident Many believe (and it often emerges as the top factor in surveys) that______is the most critical quality or trait for project leaders. A. Helpfulness B. Disciplined C. Integrity D. Finance awareness In developing a team for achieving a strategic outcome, what will you do as a leader? A. Establish structure and staffing B. Hire and train the team C. Influence teams' creation and coalitions D. Build and direct the team While managers focus on predictability and order, what will leaders focus on? A. Change B. Communication C. Organization D. Control Week 2 Which of the following are steps in forming an effective team? A. Providing strategic education and performance requirements B. Capturing lessons learned, roles, and responsibilities C. Documenting tasks, roles, and responsibilities D. Matching resources and performance requirements What are the types of teams? A. Domestic, International, and Cross Functional B. Departmental, Cross Functional, and Self-Managing C. Technical, Non-technical, and Management D. Internal, Self-Managing, and International What are the 4 steps in creating an inclusive workplace? A. Identify, Analyze, Implement, and Review B. Encourage, Endorse, Enable, and Evaluate C. Awareness, Mobilize, Action, and Alignment D. Empower, Define, Adopt, and Calibrate Allan Drexler and David Sibbet developed a team performance model to cover how many distinct areas in team development: A. 7 B. 2 C. 4 D. 3 When team members become unwilling to be vulnerable within the group by admitting mistakes and weaknesses with each other, it creates: A. Lack of confidence B. Lack of trust C. Lack of productivity D. Lack of transparency What type of hindrance does fear of conflict promote within the team? A. Status and ego B. Confronting difficult issues C. Artificial harmony D. Artificial solidarity Onboarding team members and defining career paths will be part of the talent development framework. A. Planning B. Retaining C. Developing D. Attracting The GRPI model is used as a tool to measure: A. Team Development B. Team Performance C. Team Effectiveness D. Team Leadership Confidence Quiz 1 - Week 1 & 2 Which quadrant of the Johari Window contains information about you that you don't know but others do? A. Unknown self B. Blind self C. Open self D. Hidden self When you are motivated by passion and skills, what is your work or profession called? A. a dream B. a role C. a job D. a hobby You are leading a crucial project with very tight timelines for your organization which will increase the overall profit margin by 25% per year. One of your key project team members approaches you and informs you that a close relative has passed away and that they need some time off to be with their family. You are emotionally moved by the situation because you've recently lost a family member as well and you approve the required time off. In doing so, you have taken on additional work. In this situation, what type of empathy are you showing? A. Cognitive B. Attentive C. Effective D. competitive In Good to Great, Collins describes the Hedgehog concept as the intersection of three circles. The three circles are? A. What you are deeply passionate about, what you can excel at, and what drives your organization’s engine B. What you are deeply concerned about, what you can be the best at in the world, and what drives your business model C. What you are deeply concerned about, what you can excel at, and what drives your sustainable engine D. What you are deeply passionate about, what you can be best in the world at, and what drives your economic engine You were recently hired by JKLM company from one of the big four consulting firms in North America, given that you have 20+ years of experience leading projects of this nature in multiple business verticals. As such, what kind of power do you possess that enables you to focus on the project team quickly? A. Expertise power B. Legitimate power C. Reverent power D. Information power As a new project manager joining the JKLM, you are continually validating what you are doing, if you are doing things right, and whether it is the right thing for the organization. This is an example of which leadership approach? A. Self-knowledge B. Self-awareness C. Self-care D. Self-discipline In Emotional Intelligence, Goldman quotes Mayer's research that finds that people tend to fall into distinctive styles for attending to and dealing with emotions. The three styles are: A. Situational, autocratic, and servant B. Transformational, engulfed, and servant C. Self-aware, transformational, and servant D. Self-aware, engulfed, and accepting What leadership element are you demonstrating when you clarify values by embracing shared ideas and setting examples by taking actions to the shared values? A. Enable B. Inspire C. Model D. Encourage As a team, you are starting to work in an open and trusting atmosphere, while maintaining flexibility in sharing work with minimal reference to hierarchy. What stage of Team Development are you in? A. Norming B. Forming C. Performing D. Storming A team charter is developed collaboratively to provide what? A. Values and goals B. Focus and Direction C. Authority and accountability D. Communication and coordination You were recently hired by JKLM to lead a diverse, multi-generational team of about 50 members. Upon joining, you build mutual respect and dependability, while sharing information fluidly without holding back. What stage of team performance are you at? A. Stage 1 - Orientation building B. Stage 2 - Trust building C. Stage 6 - High performance D. Stage 3 - Goal clarification We as a society are going through the 4th industrial revolution. Our project outcomes are becoming more focused on what?  A. Scalable economies B. Scalable skills C. Scalable adoptability D. Scalable efficiencies Teams that lack trust create ‘artificial harmony’ amongst the team. This is due to what? A. Avoidance of accountability B. In attention to details C. Fear of conflict D. Lack of commitment In his book Overcoming The Five Dysfunctions Of A Team, Lencioni suggests asking two major questions before you start building your team. The first question is: A. Are we afraid of conflict? B. Are we really a team? C. Are we ready for heavy lifting? D. Are we ready to be accountable? What will you do as a manager in developing a team to achieve a set agenda? A. Established staffing and delegating B. Build and direct the team C. Hire and train the team D. Influence teams’ creation and coalitions Several project managers have reached out to you confidentially to inform you that they are concerned about the processes involved in planning, as well as, the end results of the project. What would you use to resolve this team challenge? A. ENTP B. GRPI C. Delegation D. RACI When you are delegating a task that is highly complex to an individual who has experience in doing related tasks, what level of oversight do you need? A. High oversight B. Moderate oversight C. Minimal oversight D. No oversight At the ‘renewal’ stage of the team performance model, when the ‘why continue?’ question is not answered, the team begins to: A. Resist B. Mistrust C. Burn out D. Overload When team members are avoiding their respective accountabilities, what must you do as a leader? A. Confront difficult issues B. Focus on collective outcomes C. Mine for conflicts D. Force clarity and closure In Extreme Ownership, Willink and Babin argue that the key first step for a leader to start the journey to extreme ownership is to: A. Focus on strategies and objectives B. Learn how to blame others C. Accept responsibility for everything D. Understand project management