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Chapter 13 Flashcards

1
Q
  1. Who gives police leaders credibility?
    a. The organization
    b. Their position
    c. Their followers
    d. Their boss
A

c.Their followers

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2
Q
  1. Who chooses the leader?
    a. The organization
    b. The followers
    c. The chain of command
    d. The agency
A

b.The followers

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3
Q
  1. Who selects the supervisor?
    a. The organization
    b. The followers
    c. The chain of command
    d. The agency
A

d.The agency

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4
Q
  1. What are traits of a sloppy supervisor?
    a. Keeping people in the dark
    b. Micromanaging people
    c. Wasting people’s time with trivia and reports
    d. All of the above
A

d.All of the above

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5
Q

How are police agencies seeking ways of capitalizing on the strengths of all employees?

a. Through team leadership from the bottom up
b. Through team leadership at the top
c. By teaching team members how to be leaders
d. By attaining team leadership

A

b.Through team leadership at the top

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6
Q
  1. Why is team leadership on the rise?
    a. The problems our police organizations face today are tougher than ever
    b. There has been a change in the management of police organizations
    c. Both a and b
    d. None of the above
A

c.Both a and b

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7
Q
  1. What are the most difficult issues that a leadership team faces?
    a. Cross-disciplinary or cross-functional
    b. Terrorism
    c. Cybercrime
    d. All of the above
A

d.All of the above

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8
Q
  1. What do team leaders instill in the work team?
    a. Heart and passion
    b. Spirit
    c. Vision
    d. All of the above
A

d.All of the above

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9
Q
  1. What are the qualities of a police supervisor?
    a. Police supervisors reinforce the idea that work accomplishment comes from great individual acts, rather than teamwork
    b. Police supervisors want their subordinates to be independent
    c. Police supervisors share their power and their success
    d. Police supervisors are expected to choose self-interest over service
A

a.Police supervisors reinforce the idea that work accomplishment comes from great individual acts, rather than teamwork
and….
“-Police supervisors want their subordinates to rely on them.
-Police supervisors begin to own their power and their successes.
-Police supervisors are expected to choose service over self-interest, but it seems the choice is rarely made.
-Police supervisors attempt to recreate themselves in “their people” so that their style, beliefs, and actions are replicated.”

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10
Q
  1. What belief are we reluctant to let go of?
    a. Feeling that we must dominate the outcomes
    b. If we care for something, we must control it
    c. Mentoring is not care taking
    d. Accountability and empowerment go hand in hand
A

b.If we care for something, we must control it

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11
Q
  1. What is the right to command?
    a. Leadership
    b. Supervision
    c. Authority
    d. Integrity
A

c.Authority

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12
Q
  1. As a police supervisor, what grants you the right to reward and sanction the behavior of those who work for you?
    a. Your position
    b. The rewards
    c. Sanctions
    d. All of the above
A

d.All of the above

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13
Q
  1. What are you attempting to influence when you exercise your authority?
    a. Attitudes and behaviors of others
    b. Morale and well being of your team
    c. The satisfaction of being in control
    d. Compliance and noncompliance of those you lead
A

a.Attitudes and behaviors of others

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14
Q
  1. How do you know if your authority is working well?
    a. If there is noncompliance which is sanctioned
    b. If there is understanding
    c. If they comply
    d. All of the above
A

c.If they comply

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15
Q
  1. What is your authority to reward based on?
    a. The right to control rewards to others
    b. The right to administer rewards to others
    c. The right to control and administer rewards to others
    d. Your position as a leader
A

c.The right to control and administer rewards to others

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16
Q
  1. What is your authority to sanction based on?
    a. The right to control punishment to others
    b. The right to administer punishment to others
    c. The right to control and administer punishment to others
    d. Your position as a leader
A

c.The right to control and administer punishment to others

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17
Q
  1. In a police agency, how does authority flow?
    a. From the bottom up
    b. From the top down
    c. Across
    d. Diagonal
A

a.From the bottom up

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18
Q
  1. What comes with the right or authority to command?
    a. Responsibility
    b. Influence
    c. The right to control or administer rewards and sanctions
    d. All of the above
A

b.Influence

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19
Q
  1. How do some police supervisors gain a significantly enhanced influence for achieving results?
    a. By having authority and power
    b. By developing their talent for leading others
    c. By understanding their authority originates with their position
    d. By strategically locating a group of employees towards a set goal
A

b.By developing their talent for leading others

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20
Q
  1. How is power based?
    a. Person-based
    b. Position-based
    c. Leader-based
    d. Team-based
A

a.Person-based

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21
Q
  1. Where is your power to lead others derived from?
    a. Your authority
    b. Your knowledge on being a leader
    c. Expertise and example
    d. Training and experience
A

c.Expertise and example

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22
Q
  1. How is expert power acquired?
    a. Decisions
    b. Strengths
    c. Vision and communication
    d. All of the above
A

d.All of the above

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23
Q
  1. How is referent power developed?
    a. Ethics
    b. Vision and teamwork
    c. Emotional intelligence
    d. All of the above
A

d.All of the above

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24
Q
  1. What is referent power based on?
    a. Person-based
    b. Position-based
    c. Leadership
    d. Delegation
A

c.Leadership

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25
Q
  1. What is the capacity to command?
    a. Power
    b. Leadership
    c. Authority
    d. Emotional intelligence
A

a.Power

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26
Q
  1. What do all police supervisors have, but not all police supervisors use?
    a. Power
    b. Leadership
    c. Authority
    d. Emotional intelligence
A

a.Power

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27
Q
  1. Who surfaces in an organization to fill a one-time or ongoing need?
    a. Strengths-based leaders
    b. Informal leaders
    c. Team leaders
    d. True leaders
A

b.Informal leaders

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28
Q
  1. How is an informal leader extremely useful to a supervisor?
    a. If a particular expertise is required
    b. When the supervisor fails to establish followership
    c. If the supervisor is inadequate
    d. If they act in concert with and support the group’s goals
A

d.If they act in concert with and support the group’s goals

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29
Q
  1. What is the key to the concept of leadership?
    a. When the work team creates an informal leader
    b. Understanding the purpose of an informal leader
    c. To look at it as an influence process
    d. Adapting to the goals of the team
A

c.To look at it as an influence process

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30
Q
  1. What elements does leadership include?
    a. The power base of the person and the authority of the position
    b. Referent power and authority
    c. Influence and the authority of the position
    d. Expert power and referent power
A

a.The power base of the person and the authority of the position

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31
Q
  1. How do you need to manage relationships?
    a. Upward
    b. Downward
    c. Diagonal and acros
    d. All of the above
A

a.Upward

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32
Q
  1. Relationships are managed in upward to obtain the best possible results for whom?
    a. You
    b. Your boss
    c. The police department
    d. All of the above
A

d.All of the above

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33
Q
  1. What does a supportive working relationship between you and your boss require?
    a. You use information regarding only strengths to develop a positive relationship
    b. You have a good understanding of the other person and yourself
    c. Being compatible with both peoples values
    d. Understanding each others weaknesses and being able to work around them
A

b.You have a good understanding of the other person and yourself

and….
“You use this information to develop and maintain a healthy working relationship, one that is compatible with both people’s work styles and assets, is characterized by accurate mutual expectations, and meets the critical expectations of the other person (and that is essentially what we have found good leaders doing)”

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34
Q
  1. At a minimum, what do you need to appreciate about your boss?
    a. Goals and pressures
    b. Strengths and weaknesses
    c. Values
    d. All of the above
A

d.All of the above

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35
Q
  1. What happens when a police supervisor is flying blind when dealing with the boss?
    a. Unnecessary conflicts
    b. Problems
    c. Misunderstandings
    d. All of the above
A

d.All of the above

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36
Q
  1. When should you ask your boss about his goals and pressures, strengths and weaknesses, and values?
    a. Whenever you are unclear of the mission
    b. During your annual performance evaluation
    c. At least on a weekly basis
    d. At anytime you feel the need for more clarity
A

b.During your annual performance evaluation

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37
Q
  1. What is required for you to know for developing a productive working relationship?
    a. Your own needs and values
    b. Your own strengths and weaknesses
    c. Your own personal style
    d. All of the above
A

d.All of the above

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38
Q
  1. How can you usually establish a way of working together that fits both of you, that is characterized by unambiguous mutual expectation, and that helps both of you to be more productive and effective?
    a. With a clear understanding of both your boss and yourself
    b. By knowing yours and your boss’ strengths and weaknesses
    c. By working towards the same goal
    d. By knowing what your boss expects of you
A

a.With a clear understanding of both your boss and yourself

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39
Q
  1. What does “unexpressed expectation lead to”?
    a. Confusion
    b. Frustration
    c. Chaos
    d. Disorganization
A

b.Frustration

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40
Q
  1. Workstyle differences include a boss’s what?
    a. Degree/type of expectation
    b. Willingness to delegate
    c. Preferred way of receiving information
    d. All of the above
A

d.All of the above

and….
“-amount of information required”

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41
Q
  1. What do some supervisors resent?
    a. All their duties
    b. Expending energy to manage their relationships with their team
    c. All their duties and expending energy to manage their relationships with their boss
    d. All their duties and being responsible for the all the decisions
A

c.All their duties and expending energy to manage their relationships with their boss

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42
Q
  1. Why do supervisors know they need to establish and manage relationships with everyone on whom they are dependent, and that includes the boss?
    a. See themselves as ultimately responsible for what they achieve in police organization
    b. It will actually simplify their job by preventing potential conflicts
    c. They recognize the importance of understanding the relationships to accomplish the goals
    d. All of the above
A

a.See themselves as ultimately responsible for what they achieve in police organization

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43
Q
  1. Who is not a subordinate?
    a. Supporter
    b. Antagonist
    c. Member
    d. Indifferent
A

c.Member

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44
Q
  1. What does a team member or a follower do?
    a. Wants both the leader and the department to succeed
    b. Shares a common purpose with the leader
    c. Believes in what the agency is trying to accomplish
    d. All of the above
A

d.All of the above

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45
Q
  1. What defines the loyalty that leaders and followers pledge to those who have a stake in the group?
    a. Vision, values, and integrity
    b. Vision, values, and mission statement
    c. Framework of trust, vision, and integrity
    d. Values, trust, and mission statement
A

b.Vision, values, and mission statement

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46
Q
  1. What does a mission statement evoke a focused loyalty to?
    a. Fairness, quality, honesty, service,and a common purpose
    b. Fairness, honesty, and a common purpose
    c. Quality, honesty, service, and a common purpose
    d. Fairness, quality, honesty, and service
A

a.Fairness, quality, honesty, service,and a common purpose

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47
Q
  1. What avoids the pitfalls of unlimited loyalty?
    a. Honesty and integrity
    b. Fairness and honesty
    c. Focused loyalty to worthy values
    d. Focused honesty to worthy values
A

c.Focused loyalty to worthy values

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48
Q
  1. Who enters into a contract to pursue the common purpose within the context of their values?
    a. Both team members and strengths-based leaders
    b. Both team members and team leaders
    c. Members and leaders
    d. Both team leaders and their followers
A

b.Both team members and team leaders

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49
Q
  1. What does it take a lot of courage to be loyal to?
    a. A purpose
    b. One’s integrity
    c. A profession
    d. All of the above
A

d.All of the above

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50
Q
  1. Which is a false image of “team member”?
    a. Conformity
    b. Self-responsible
    c. Mutually supportive
    d. Empowered
A

a.Conformity

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51
Q
  1. What was the rationale of being broken down in training?
    a. Create conformity of purpose
    b. Create camaraderie
    c. Shared hardships builds shared character and teamwork
    d. All of the above
A

d.All of the above

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52
Q
  1. Who is a courageous member?
    a. One who refuses to engage in groupthink
    b. One who is loyal but not compliant
    c. One who openly communicates agreement and disagreement with their boss
    d. All of the above
A

d.All of the above

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53
Q
  1. What must you do to be a courageous team member?
    a. Assume responsibility, challenge, and champion change
    b. Work hard, challenge, champion change, and separate
    c. Assume responsibility, work hard, challenge, champion change, and separate
    d. Challenge, champion change, assume responsibility, and separate
A

c.Assume responsibility, work hard, challenge, champion change, and separate

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54
Q
  1. Whom do courageous team members assume responsibility for?
    a. Themselves and other team members
    b. Their bosses
    c. Themselves and their bosses
    d. Other team members
A

c.Themselves and their bosses

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55
Q
  1. What do courageous team leaders challenge?
    a. Bad ideas
    b. Dysfunctional procedures
    c. Poor conduct
    d. All of the above
A

d.All of the above

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56
Q
  1. What is the first and most difficult hindrance to overcome in being a courageous team member?
    a. The authority of your boss
    b. The existing command climate
    c. The chilling effects of the dynamic of the team
    d. Destructive bosses
A

b.The existing command climate

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57
Q
  1. What is the “zero defect” mentality?
    a. A climate that comes from the top down
    b. It has a chilling effect on the team dynamics
    c. It squelches original thought and promotes groupthink to avoid personal accountability
    d. All of the above
A

d.All of the above

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58
Q
  1. When does the incentive to take on additional duties quickly evaporate?
    a. Only increases one’s workload
    b. There is no benefit
    c. They are not acknowledged or rewarded
    d. All of the above
A

d.All of the above

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59
Q
  1. When will the true team leader appreciate and acknowledge the challenges brought forth?
    a. If they are brought forth in a respectful manner
    b. If they understand the challenges brought forth
    c. If there is understanding between the team leader and the boss
    d. All of the above
A

a.If they are brought forth in a respectful manner

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60
Q
  1. What is the basic reason change can be difficult to accomplish?
    a. Getting beyond our “comfort zone” is hard
    b. When we already feel accomplished
    c. If the reward is not sought after
    d. If the team leader does not appreciate the challenge
A

a.Getting beyond our “comfort zone” is hard

61
Q
  1. What must we gain in order to be successful?
    a. Our “comfort level”
    b. A “zero defect” mentality
    c. The support of others
    d. The support of our boss
A

c.The support of others

62
Q
  1. Anyone in police work knows that police work is _______.
    a. Uniformity
    b. Conformity
    c. Teamwork
    d. Difficult
A

c.Teamwork

63
Q
  1. Who is always team building in order to get the necessary teamwork required to assure peak performance?
    a. A strengths-based leader
    b. A winning supervisor
    c. The command
    d. Your boss
A

b.A winning supervisor

64
Q
  1. Which is a team building activity?
    a. Know what’s going on
    b. Get attention through vision
    c. Accentuate the positive
    d. All of the above
A

d.All of the above

and...
"-Create meaning through communication
-Build trust through integrity
-Deploy through positive self-regard
-Master change
-Empowerment"
65
Q
  1. General Eisenhower realized that optimism and pessimism are infectious and that they spread more rapidly from which direction than any other direction?
    a. Upward
    b. From the head downward
    c. Diagonally
    d. Across
A

b.From the head downward

66
Q
  1. What did General Eisenhower learn has a most extraordinary effect on all with whom he comes in contact?
    a. Team cohesiveness
    b. True strengths-based leader
    c. Commander’s optimism
    d. A positive attitude
A

c.Commander’s optimism

67
Q
  1. What does optimism mean?
    a. Pursuing your visions with an abundance of faith and hope in your resources
    b. Being foolish about taking on challenges
    c. Pursuing your mission statement with an abundance of faith and hope in your values
    d. Pursuing your goals with a positive attitude
A

a.Pursuing your visions with an abundance of faith and hope in your resources

68
Q
  1. Who has a never ending task to know accurately what is going on within the work unit and within each team member?
    a. Strengths-based leader
    b. Supervisor
    c. Team leader
    d. Everyone in the team
A

c.Team leader

69
Q
  1. What evolves in ways that result in the supervisor having a limited, incomplete, and even biased understanding of reality?
    a. Not being “accessible”
    b. Information gathering mechanisms
    c. Being proactive
    d. All of the above
A

b.Information gathering mechanisms

70
Q
  1. Which information gathering mechanisms develop that surface to expose the truth as completely as possible?
    a. face -to-face
    b. Two-way communication
    c. A standard of responsibility
    d. All of the above
A

d.All of the above

71
Q
  1. What is more important than whether or not there is an “open door policy”?
    a. Being “accessible”
    b. Being trustworthy
    c. How you react
    d. Having face-to-face communication and being able to expose the truth
A

c.How you react

72
Q
  1. What does being accessible mean?
    a. You actually want them to come talk to you
    b. Knowing what is going on within your team and the team leader asserting his accessibility
    c. Your people can talk to you without feeling like they are bothering or annoying you
    d. All of the above
A

d.All of the above

73
Q
  1. What question establishes and builds the relationships required to “know what’s going on”?
    a. How are things at home
    b. How was your vacation
    c. What hurdles do we face in making our team more productive
    d. All of the above
A

d.All of the above

and ….
“-What can I do to make your job easier
-What makes you happiest about your job
-What are your primary strengths, and what can I do to capitalize on them
-What additional training or job experiences do you need to be a top team performer”

“This falls under the category of leadership by ‘walking around’.”

74
Q
  1. Who does vision grab first?
    a. The boss
    b. The team leader
    c. The team
    d. The person creating the vision
A

b.The team leader

75
Q
  1. In order, what do you do with your vision?
    a. You must convey it to others, they must understand it, you must convince them it is of paramount importance, you have to pay close attention to your vision and use it as a transaction between yourself and your followers
    b. Convince them the vision is of paramount importance, they must understand it, you must use it as a transaction to others, and you must convey it to others
    c. Convey it, understand it, convince them of the importance
    d. You must convey it to others, they must see what you see, they must understand it and know it’s importance, and you have to pay close attention to your vision
A

a.You must convey it to others, they must understand it, you must convince them it is of paramount importance, you have to pay close attention to your vision and use it as a transaction between yourself and your followers

76
Q
  1. What does the team leader do once the steps of a vision have been taken?
    a. Adapts the vision of changing needs and new opportunities
    b. Lives the enabling vision closely
    c. Uses it to prioritize
    d. All of the above
A

d.All of the above

77
Q
  1. How can you visualize the uncharted wealth of potential that lies within yourself and others?
    a. Through understanding the vision
    b. Through imagination
    c. Through communication
    d. All the above
A

b.Through imagination

78
Q
  1. How can you compare your ideas with universal laws or principles, as well as with your personal standards?
    a. Through conscience
    b. Through imagination
    c. Through communication
    d. All of the above
A

d.All of the above

79
Q
  1. What has research shown that all team leaders master?
    a. Conscience
    b. Imagination
    c. Communication
    d. Understanding
A

c.Communication

80
Q
  1. What is communication?
    a. Information or facts
    b. The context of presentation
    c. The overall meaning
    d. All of the above
A

d.All of the above

81
Q
  1. What does the book mean by “meaning”?
    a. Thinking
    b. Facts or knowing
    c. Technique or tactics
    d. “Knowing how to do things”
A

a.Thinking

82
Q
  1. Why is depending on facts without thinking dangerous in the long run?
    a. You need to “know how to do things”
    b. You need to be prepared for what needs to be done
    c. It lacks direction
    d. All of the above
A

c.It lacks direction

83
Q
  1. What is the distinctive characteristic of leaders(especially in a volatile police environment)?
    a. “Know why” occurs before the “know how”
    b. They understand the vision and are able to apply it
    c. They use the vision to prioritize
    d. All of the above
A

a.“Know why” occurs before the “know how”

84
Q
  1. How do successful police agencies proudly possess leadership that generates a confluence of learning?
    a. With clarity
    b. By communicating meaning
    c. By understanding the vision
    d. By “knowing how” to get it done
A

b.By communicating meaning

85
Q
  1. What makes police organizations little more than simple devices for maximizing the minimum?
    a. Lack of communication
    b. Lack of discipline
    c. Lack of order or neatness
    d. Lack of clarity
A

d.Lack of clarity

86
Q
  1. With rare exception, what is the number one issue in the workshops conducted by the authors?
    a. Failure to meaningful communicate with one another
    b. Lack of clarity
    c. Lack of direction
    d. Failure to explain the vision
A

a.Failure to meaningful communicate with one another

87
Q
  1. What does a police organization communication system need to contact, with meaning?
    a. The team leader
    b. The team member
    c. The boss
    d. Its human resources
A

d.Its human resources

88
Q
  1. What does trust encompass?
    a. Accountability, predictability, reliability, and integrity
    b. Integrity, vision, and reliability
    c. Accountability, reliability, and integrity
    d. Predictability, integrity, and mental or physical act
A

a.Accountability, predictability, reliability, and integrity

89
Q
  1. What must there be to achieve trust?
    a. Predictability
    b. Integrity
    c. Mental or physical act
    d. All of the above
A

c.Mental or physical act

90
Q
  1. What are trusted leaders known for?
    a. Accountability
    b. Integrity
    c. Honesty
    d. Dependability
A

b.Integrity

91
Q
  1. What does relentless dedication to integrity on the part of the police leader engage?
    a. Trust
    b. Reliability
    c. Confidence
    d. Leadership
92
Q
  1. What is the key to all relationships?
    a. Trust
    b. Reliability
    c. Confidence
    d. Honesty
93
Q
  1. What is the glue of the organization?
    a. Trust
    b. Reliability
    c. Integrity
    d. Leadership
94
Q
  1. What must a police organization do first to foster trust?
    a. State the mission statement
    b. People must first have the same perception
    c. Present a vision of what it is and what it is to do
    d. Make deposits into a trust bank account
A

c.Present a vision of what it is and what it is to do

95
Q
  1. Who is responsible for seeing to it that the integrity of the department is known to employees and community members?
    a. The boss
    b. The team leader
    c. Each team member
    d. Community oriented police officers
A

b.The team leader

96
Q
  1. What is the foundation of empowerment?
    a. Trust
    b. Delegation
    c. Confidence
    d. Leadership
97
Q
  1. What are the vast majority of all leadership failures?
    a. Trust
    b. delegation
    c. Confidence
    d. Integrity
A

d.Integrity

98
Q
  1. When does the work environment become more interpersonal and relational?
    a. When the department is smaller
    b. When the department is larger
    c. The higher you advance
    d. With more community involvement
A

c.The higher you advance

99
Q
  1. What does positive self-regard consist of?
    a. Positive other-reagard
    b. Competence
    c. Wallenda factor
    d. All of the above
A

d.All of the above

100
Q
  1. What is positive self-regard?
    a. Conceit
    b. Confidence
    c. Egomania
    d. All of the above
A

b.Confidence

101
Q
  1. What are the steps in building positive self-regard?
    a. Constant nurturing of skills
    b. Compensating for your weaknesses
    c. Recognizing your strengths
    d. All of the above
A

d.All of the above

102
Q
  1. What does the author of the book mean by competence?
    a. Being good at your job and knowing why
    b. Have self other-regard
    c. Thinking positively
    d. All of the above
A

a.Being good at your job and knowing why

103
Q
  1. What does positive self-regard and other-regard encourage the development of?
    a. Accept individuals
    b. Approach and deal with people and problems
    c. Trust in others and function without constant approval
    d. All of the above
A

a.Accept individuals

104
Q
  1. Which human ability is fundamental to leading a culturally diverse workforce?
    a. Accept
    b. Approach
    c. Deal
    d. Trust
105
Q
  1. What concept do team leaders reject?
    a. Learning experience
    b. Failure
    c. Delayed success
    d. All of the above
106
Q
  1. What can open us up?
    a. Ups and downs
    b. Visualizing
    c. Failure and mistakes
    d. Positive self-regard
A

c.Failure and mistakes

107
Q
  1. What do team leaders use as a lesson?
    a. Teams failures
    b. Their own mistakes
    c. Mistakes of others
    d. All of the above
A

b.Their own mistakes

108
Q
  1. What places barriers in the path of clear thinking?
    a. Fear
    b. Conceit
    c. Worry
    d. Negative self-regard
109
Q
  1. What can cause mistakes for those who possess positive self-regard?
    a. An absence of clear thinking
    b. Fear of failing
    c. Egomania
    d. Loss of self respect
A

a.An absence of clear thinking

110
Q
  1. What is your positive self-regard a direct derivative of?
    a. Your conviction of a successful outcome
    b. Your competence
    c. Your capacity for instilling competence in others by having high other-regard for them
    d. All of the above
A

d.All of the above

111
Q
  1. What must there be a fusion of for team leadership to occur?
    a. Capacity
    b. Competence
    c. Conviction
    d. All of the above
A

d.All of the above

112
Q
  1. What magnetically attracts and gradually empowers people to join the team leader in a quest for delivering value-added community services?
    a. Positive self-awareness
    b. Positive self-regard
    c. Positive self-respect
    d. Positive other-regard
A

b.Positive self-regard

113
Q
  1. As a team leader you must master organizational change which is what?
    a. Structure
    b. Design
    c. Implementation
    d. All of the above
A

d.All of the above

114
Q
  1. If you want to help create an organization or a work unit, be committed to a new way of valuing and a new set of operational procedures, what has to tolerate change?
    a. Your visions you create
    b. Your team members
    c. The processes you use
    d. Your attitude
A

c.The processes you use

115
Q
  1. Why are team leaders superb?
    a. They get ahead of the learning curve
    b. They have integrity
    c. They are able to communicate their visions
    d. They are able to delegate
A

a.They get ahead of the learning curve

116
Q
  1. Why is a team leader a means to affect the degree of empowerment each employee experiences for the success of the work team and the police mission?
    a. Because it exercises accountability
    b. It centers on service
    c. It does not center on control
    d. All of the above
A

d.All of the above

117
Q
  1. What must be felt strongly at every level - from bottom to top - for community-oriented policing to succeed?
    a. Accountability
    b. Integrity
    c. Trust
    d. Empowerment
A

d.Empowerment

118
Q
  1. What gives us the guidance system for navigating this intersection of supervision, membership, and empowerment?
    a. Positive self-regard
    b. Team leadership
    c. Operational procedures
    d. Accountability
A

b.Team leadership

119
Q
  1. What must we install in our police agencies for real progress to take place?
    a. Accountability
    b. Integrity
    c. Trust
    d. Empowerment
A

d.Empowerment

120
Q
  1. What are the main three big mistakes a team leader can make?
    a. Lying, cheating, and cowardice
    b. Untrustworthy, lack of communication, and no integrity
    c. Accountability, credit, and groupthink
    d. Not making decisions, no discipline, and no authority
A

c.Accountability, credit, and groupthink

121
Q
  1. What is the worst mistake a leader can make?
    a. Ducking accountability
    b. Being untrustworthy
    c. Lying
    d. Cowardice
A

a.Ducking accountability

122
Q
  1. Which people most quickly generate trust, loyalty, excitement, and energy in an organization?
    a. Taking the credit for the team
    b. Expressing when they have accomplished the mission
    c. Communicating the vision and delegating the tasks to accomplish the vision
    d. Passing on the credit to those who have really done the work
A

d.Passing on the credit to those who have really done the work

123
Q
  1. What does positive self-regard demand?
    a. Big egos
    b. Being humble
    c. Empowerment
    d. All of the above
A

b.Being humble

124
Q
  1. Which is true about groupthink?
    a. It is a clear case of teamwork being carried to an unintended extreme and causing bad decisions
    b. It is an individual reality that the team creates
    c. It is a mode of thinking that people engage in when they want to bring the team together
    d. All of the above
A

a.It is a clear case of teamwork being carried to an unintended extreme and causing bad decisions

125
Q
  1. When does groupthink usually occur?
    a. A team is exposed to intense external pressures
    b. A team is highly insulated with limited access to outside feedback
    c. A team is in a stressful decision-making context
    d. All of the above
A

d.All of the above

126
Q
  1. What is important to any decision-making team?
    a. Groupthink
    b. Feeling of power and authority
    c. Altruism
    d. Trust
127
Q
  1. When do team members fall prey to an illusion of invulnerability?
    a. When they can not agree on a decision
    b. When they believe their idea is not successful
    c. When they come to believe that any decision will be successful
    d. When they come to believe that any idea will be rejected
A

c.When they come to believe that any decision will be successful

128
Q
  1. Which symptom is the protection of the team’s image which becomes more important than the accuracy of its judgement?
    a. Rationalization
    b. Illusion of vulnerability
    c. Self-censorship
    d. Belief in a sacred mandate
A

d.Belief in a sacred mandate

129
Q
  1. What do team members need to believe in when the protection of the team’s image is more important than the accuracy of its judgement?
    a. The rationalization of justifying an action
    b. The rightness of their decisions
    c. Their decisions will be successful
    d. Each other
A

b.The rightness of their decisions

130
Q
  1. If it is normal and natural to downplay the drawbacks of a chosen course, when does the problem of rationalization occur?
    a. When legitimate objections exist within the work team
    b. Objections are not voiced
    c. Perceived negative reactions to those who raise objections
    d. All of the above
A

d.All of the above

131
Q
  1. What is the most common form of censorship which we force on ourselves under the guise of group loyalty, team spirit, or adherence to “departmental policy”?
    a. Self-censorship
    b. Mind guards
    c. Direct pressure
    d. Rationalization
A

a.Self-censorship

132
Q
  1. What is the net effect of direct pressure on police team leaders?
    a. Team members are conditioned to keep opposing views to themselves
    b. Team members are urged not to believe in differing views
    c. Believing in different views puts them at odds with the team’s integrity
    d. All of the above
A

d.All of the above

133
Q
  1. What is a phenomenon which may surface to protect us from disturbing thoughts and ideas?
    a. Illusion of unity
    b. Mind guards
    c. Self-censorship
    d. Belief in a sacred mandate
A

b.Mind guards

134
Q
  1. These phenomenons are typically self-appointed and perform their function where?
    a. Externally from the group decision
    b. From within the team
    c. From the team leader
    d. From the bottom up
A

a.Externally from the group decision

135
Q
  1. Which is a justifiable intention of mind guards?
    a. The issue is not pertinent
    b. The team has already made up its mind
    c. There is no time
    d. All of the above
A

d.All of the above

136
Q
  1. Which symptom of groupthink is the sense of relief that an indecision has become a decision?
    a. Direct pressure
    b. Self-censorship
    c. Illusion of unity
    d. Rejection of external groups
A

c.Illusion of unity

137
Q
  1. How should the police leader attempt to avoid groupthink?
    a. Assign critical evaluators
    b. Avoid group isolation
    c. Avoid being too directive
    d. All of the above
A

d.All of the above

and. ..
- maintain an open climate
- remember that silence may mean disagreement, not consent

138
Q
  1. How should police supervisors maintain an open climate?
    a. Use open leadership
    b. Free discussion
    c. Acceptance of divergent thinking
    d. All of the above
A

d.All of the above

139
Q
  1. When is it especially helpful to avoid group isolation?
    a. When there is limited data
    b. When you have allowed a team member to facilitate a meeting
    c. Problem-oriented policing
    d. All of the above
A

c.Problem-oriented policing

140
Q
  1. How are team members forced to reanalyze their facts and assumptions?
    a. By questioning even areas in which a particular team member may not have special expertise
    b. Allowing team members to run a meeting in their absence
    c. Considering silence as possibly signaling disagreement with proposed team action
    d. All of the above
A

a.By questioning even areas in which a particular team member may not have special expertise

141
Q

How are team members forced to reanalyze their facts and assumptions?

By questioning even areas in which a particular team member may not have special expertise

Allowing team members to run a meeting in their absence

Considering silence as possibly signaling disagreement with proposed team action

All of the above

A

By questioning even areas in which a particular team member may not have special expertise

142
Q

What is the most important single step a supervisor can take to avoid groupthink?

Be vulnerable to the team’s thoughts

Focusing on a team member with that particular expertise for the decision

Avoid being too directive in decision making

Bring in outsiders to assist in the decision making

A

Avoid being too directive in decision making

143
Q

What can avoid the dangerous trap of “silence means consent”?

Groupthink

Open climate

Mind guards

Avoiding isolation

A

Open climate

144
Q

What masquerades itself as teamwork?

Illusion of unity

Self-censorship

Illusion of vulnerability

Groupthink

A

Groupthink

145
Q

What will destroy team leadership?

Being too directive

Trust

Groupthink

All of the above

A

Groupthink

146
Q

What are the five human abilities that is developed by the encouragement of positive self- and other-regard?

A
  • The ability to accept individuals as they are, not as you would like them to be. This ability is fundamental to leading a culturally diverse workforce.
  • The capacity to approach people and problems in relation to the present, rather than the past.
  • The ability to deal with those who are close to you with the same active listening ear and courtesy that you give to citizens and casual acquaintances.
  • The ability to trust in another person’s dedication and capabilities.
  • The ability to function without constant approval or even support from others.
147
Q

What are the eight symptoms of groupthink?

A
  • Illusions of invulnerability
  • Belief in a sacred mandate
  • Rationalization
  • Rejection of external groups
  • Self-censorship
  • Direct pressure
  • Mind guards
  • Illusion of unity
148
Q

What is the most difficult part of building a diverse team of police officers, in the long run?

A

Integrating people whose interests, values, intellect, and moral principles cover a wide spectrum and are not simply cookie-cutter reflections of the police supervisor.

UD Psychology (70 decks)

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