Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Promotional Exam > Credibility > Flashcards

Credibility Flashcards

1
Q

Leadership is a relationship between who?

A

Those who aspire to lead and those who chose to follow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Loyalty is not something a boss can demand or even command. it is what?

A

Something the people (the constituency) choose to grant to a leader who has earned it.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

The tree most frequent characteristics identified by the American Management Association were?

A
  1. Integrity
  2. Competence
  3. Leadership
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

The majority of people look for and admire leaders who are what?

A
  1. Honest
  2. Forward-thinking
  3. Inspiring
  4. Competent
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What trait is selected more than any other leadership characteristic?

A

Honesty

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

___________ is absolutely essential to leadership?

A

Honesty

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

If people are going to follow someone, they first want to assure themselves the person is what?

A

Worthy of their trust.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

When it comes to honesty, people want to know the leader is what three things?

A
  1. Truthful
  2. Ethical
  3. Principled
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Employees need to know they can trust a leader and they can only do it when they are ______ with them.

A

Honest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

you are only as good as your word, if you cannot deliver________.

A

Do not offer your word

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Leaders are expected to have a sense of ______ and a concern for the future of the organization.

A

Direction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Leaders must know __________; they must have a destination in mind when asking others to join them on a journey into the unknown.

A

where they are going

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

People are unwilling to follow those who are _________? if they don’t know where they are going no one is likely to go further ahead with them

A

Directionless

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

People admire and respect leaders who are what 5 things?

A
  1. Dynamic
  2. Uplifting
  3. Enthusiastic
  4. Positive
  5. Optimistic
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Dreaming about something is not enough, you have to be able to____________.

A

Share that dream and get others to work with you to achieve it.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Leaders cant just have dreams of the future; they must be able to ___________.

A

Communicate those dreams in ways to encourage people to sign on.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

You need to get others to believe so strongly in the vision that they are transformed into ____________.

A

Followers who are not afraid to fail.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

If people are to enlist in another’s cause, they must see that individual as ___________ and ____________.

A

Capable and effective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Leaders set goals that are ________ and know the steps necessary to achieve them.

A

Realistic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Setting goals that are realistic creates ________ and _________ in followers

A

Confidence and Motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

____________ is the surest way to be considered competent.

A

Having a winning record.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what 5 abilities must be demonstrated if leaders are to be seen as capable?

A
  1. Model
  2. Inspire
  3. Challenge
  4. enable
  5. encourgae
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What two prerequisites to leadership have increased in importance?

A

Forward thinking & Inspiring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Times of transition require leaders with ________ and ________ to sustain hope.

A

Vision & the energy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

_________ remains one of the four most admired characteristics, but has slightly less importance now than in the past.

A

Competent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

The ________ environment may influence what people look for and admire in a leader at any given moment.

A

External

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

____________ is the foundation of leadership.

A

Credibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

The three dimensions of source credibility are what?

A
  1. Trustworthiness
  2. Expertise
  3. Dynamism
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Credit and Credibility have the same root origin which is ____________.

A

Credo

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Credo means what?

A

I trust or believe

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

A credit check can be simplified into one question, what is it?

A

Is this person worthy of my trust?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Credibility is some that is __________. it does not come automatically with job title.

A

Earned over time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Without _____________ leaders can have no hope of enlisting others in a common vision.

A

Firm foundation of personal credibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Admired leaders focus their time and attention on _______. they do not place themselves at the center.

A

Others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Leaders do not seek attention, they __________.

A

Give it to others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Threats, power and position do not earn commitment, they only earn __________.

A

Compliance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Credibility is gained in small quantities though _________.

A

Physical presence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

The secret to closing the credibility gap lies in a collective willingness to do what three things?

A
  1. get closer
  2. become known
  3. get to know others
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

The behavioral evidence used to judge whether a leader is believable is what?

A

They do what they say they will do

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

to strengthen credibility as a person the leader must __________.

A

Do what you say you will do

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Leaders must act in ways consistent with not only their goals, but the _______________. of everyone in the organization.

A

Goals and values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

To make you a credible leader in the context of the organization, the leader must___________

A

Do what we say we will do

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

When it comes to DWWSWWD, forgetting the ________ has derailed many managers.

A

WE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

strengthening the “we” portion of leadership has three phases what are they?

A
  1. Clarity
  2. Unity
  3. Intensity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

The six disciplines for earning and sustaining credibility are what?

A
  1. Discover yourself
  2. Appreciate Constituents
  3. Affirm Shared Values
  4. Develop Capacity
  5. Serve a Purpose
  6. Sustain Hope
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

To be a credible leader you must first ________, the principles that guide your decisions and action.

A

Clarify your own values.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Leaders find a ___________ on which everyone can stand.

A

Common ground

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Leaders need to ensure that _________ exist for individuals to build their knowledge and skills.

A

educational opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

To strengthen you credibility as a leader’ give people more __________ and keep them informed.

A

Discretion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Leaders exist to ________ for the people who have made it possible for them to lead, their constituents.

A

Serve a purpose

51
Q

By taking a stand, leaders let people know that they are ______.

A

Willing to put their personal careers or security on the line in service of the principles

52
Q

Credible leaders keep ________alive.

A

Hope

53
Q

Credible leaders are _______ about planning goals and can start a new course if things are not working.

A

Flexible

54
Q

________ is the base on which credibility is built.

A

Trust

55
Q

Do what you say you will do (DWYSYWD) is behavioral definition of _______.

A

Personal credibility

56
Q

Do what we say we will do (DWWSWWD) is what distinguishes ________credibility from ________credibility.

A

Leader credibility from personal credibility

57
Q

Do what we say we will do (DWWSWWD) is the definition of what type of credibility?

A

Leader Credibility

58
Q

__________ is an essential part of defining a leader’s integrity.

A

Self-knowledge

59
Q

When it comes to discovering yourself, ________ Is the most difficult task any of us faces.

A

Knowing yourself

60
Q

To genuinely know the level of commitment you are willing to make, you must discover and develop three essential aspects of yourself, what are they?

A
  1. Your credo
  2. Your competencies
  3. Your confidence
61
Q

Credo is ____________.

A

A set of values and beliefs that serve as a guide to your decisions and actions

62
Q

Competencies are ___________.

A

The knowledge skills and abilities you use to transform words to actions

63
Q

Confidence is ____________.

A

The will to make use of your skills

64
Q

The first stage of your credibility journey, then, is to

A

Clarify your values.

65
Q

To clarify your own values, you have to create _________

A

A personal credo.

66
Q

If confronted with an ethical dilemma yourself, the best strategy is to _____________.

A

Seek council.

67
Q

________ is one of the key elements of credibility

A

Competence

68
Q

Self-Efficacy is __________.

A

people’s beliefs in their capabilities.

69
Q

There are four ways self-efficacy can be enhanced, what are they?

A
  1. Mastery – learn to do the task well
  2. Modeling – find opportunities to watch other like your self do it well
  3. Support – you need to hear words of encouragement
  4. Encouragement
70
Q

When it comes to believing in yourself, What is the most common source of distraction?

A

Self-consciousness

71
Q

People willingly follow your advice and recommendations only when they trust you have their_________ at heart

A

Best interest

72
Q

With regards to Shifting focus from self to others through values, What are the 4 types of values?

A
  1. Personal
  2. Professional
  3. Organizational
  4. Societal
73
Q

Overlooking real and relevant differences can not only harm people, it can seriously damage their _______

A

Productivity

74
Q

What four things make up good working relationships for people of different age, gender, etc?

A
  1. The relationship involves the whole person, acknowledge one another’s personal side (family, interests)
  2. A sense of shared history is developed over time, this fosters sense of durability
  3. The relationships are collaborative rather than competitive
  4. There is a strong sense that each person values and affirms the other.
75
Q

The best thing you can do to show others you respect them and consider them worthwhile is to do what?

A

Reach out, listen and learn.

76
Q

Building trust begins by building a personal relationship though what?

A

Listening

77
Q

When it comes to social media, there are differences between what two types of leaders?

A

Thought leaders and Action leaders

78
Q

What is the difference between Thought Leaders and Action Leaders?

A
  1. Thought leaders can build credibility from a distance

2. Action leaders, those working in the field, cannot sustain credibility without making efforts to connect face to face

79
Q

Listening to ________ is among the most ancient and lasting way to strengthen relationships.

A

Other people’s stories

80
Q

Once you start ______ , you find out how little you know about other people.

A

Listening

81
Q

When you listen, you find you may have to _______ old assumptions

A

reexamine

82
Q

Leaders demonstrate that they appreciate diverse points of view by asking for ___________.

A

feedback

83
Q

________ is the reciprocal side of showing appreciation

A

Soliciting feedback

84
Q

Before people will be willing to follow a leader’s vision or act on a leader’s initiatives, they must ______ their leader.

A

Trust

85
Q

To ensure and enhance your reputation as trustworthy, take a few moments to examine your daily actions with these four questions in mind, what are they?

A
  1. Is my behavior predictable or erratic?
  2. Do I communicate clearly or carelessly?
  3. Do I treat promises seriously or lightly?
  4. Am I forthright and candid or deceptive and dishonest
86
Q

___________ is the lubricant for individual organizational development

A

Trust

87
Q

For leaders of organizations to have high Credibility, all members must align with _________.

A

Shared values

88
Q

Shared values are _____________

A

The internal compasses that enable people to act independently and interdependently

89
Q

Credible leaders energize people to take actions that __________

A

Support higher organizational purposes

90
Q

Relationships characterized by __________ have higher levels of productivity and resource sharing than competitive relationships.

A

Cooperation and Community

91
Q

People must affirm that the team has _________ to which they all subscribe.

A

Beliefs and Principles

92
Q

Power sharing replaces ______________.

A

Power struggles

93
Q

An organization‘s ______________ are critical mechanisms for reinforcing and sustaining shared values.

A

Recruitment and hiring programs

94
Q

At Zappos, the online retailer, the orientation process includes the __________.

A

“Culture book”

95
Q

Shared values are further strengthened and reinforced in____________ programs

A

Training and development

96
Q

Effective leaders make a clear link between what people are rewarded for and the organization’s

A

Values and priorities

97
Q

The first step in reconciling differences is for people to _____________

A

explore own inner territory so that they are clear about their personal values and what they are seeking in a relationship.

98
Q

The second step in reconciling differences requires

A

Understanding of the other party’s perspective and how that person sees the world from the other side of the table.

99
Q

Effective leaders appreciate differences and take then into consideration when building what Harvard Professor William Ury in “getting past no” calls a ___________.

A

“golden bridge.”

100
Q

The golden bridge helps people surmount the four obstacles to agreement which are _______________.

A
  1. It’s not my idea
  2. This doesn’t meet my needs
  3. This may embarrass me
  4. You’re asking too much, too fast
101
Q

When values collide, a leader must ____________

A

confront and help people to resolve dilemmas

102
Q

Resolving dilemmas is framed by the word reconciliation, which means ___________.

A

“unite again”

103
Q

People can’t do what they say if they don’t have the competence to execute, or do not have the ____________.

A

Confidence to try.

104
Q

Five essential components go into developing capacity so that everyone can act in a free and responsible way, they are what?

A
  1. Competence
  2. Choice
  3. Confidence
  4. Climate
  5. Communication
105
Q

Credible leaders enhance ownership mindset by making sure people have choices about what they do, especially in terms of what?

A

How shared values are implemented.

106
Q

Providing people with _________ liberates them.

A

Discretion and latitude

107
Q

Choice Builds ________ and Choice Produces_________.

A

Commitment & Ownership

108
Q

When it comes to creating a climate for learning, there are two types of mindsets they are what?

A

Fixed Mindset and Growth Mindset

109
Q

What is Growth Mindset?

A

The belief that your basic qualities are things you can cultivate through your efforts

110
Q

What is Fixed Mindset?

A

Belief that your qualities are carved in stone. Think leaders are born.

111
Q

Research indicates that individual’s motivation to increase their productivity on a task increases only when they have a _________ and _____________.

A

Challenging goal and receive feedback

112
Q

What leaders ______ is the single most important factor in demonstrating to others what is and what is not acceptable behavior in the team.

A

Do

113
Q

________ is your only true resource

A

Time

114
Q

How shared values are actually put into practice becomes crystal clear during ____________.

A

Critical incidents

115
Q

___________ are leaders who make others around them smarter and more capable.

A

Multipliers

116
Q

When people are confronted with confusing situations, they should do what?

A

Seek Guidance from those they admire and respect

117
Q

The ancient art of ________ is another major may that leaders teach others about what sense to make of various actions and achievements

A

Story telling

118
Q

The Zulu word Shosholoza means what?

A

Go forward, make your road, forge ahead

119
Q

Researchers call a “take charge attitude”_______.

A

Grit

120
Q

Grit is defined as__________.

A

A perseverance and passion for long term goals

121
Q

When hope, Work challenge, and the skills are in balance, that’s when you experience _________

A

Optimal performance

122
Q

The word passion has its roots in the Greek and Latin word for ___________.

A

Suffering

123
Q

What are the three tensions and dilemmas that leaders experience?

A
  1. Tension between freedom and constraint
  2. Tension between leading and following
  3. tension between definitions of success
124
Q

What should people do if they find the teams or organization’s values are inconsistent with their personal values?

A
  1. ask for clarification
  2. Manage the disagreement
  3. Withdrawal
  4. Rebellion

Promotional Exam (8 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions