Workplace Gold- Ch. 7- The Leadership Spectrum

Question 1

The good news is that picking the best leadership style for you requires you to look no further than the mirror:

Answer 1

Be yourself!

*Unless you are a jerk

Question 2

When leaders find that “being yourself” does not seem to be working, it is often because they have allowed themselves to:

Answer 2

slide to one of the extreme ends of the leadership spectrum.

Question 3

The Leadership Spectrum:

The Extreme ends of the Spectrum: (2)

Answer 3

1. Conflict Avoidance (left)
2. Command and Control (right)

Question 4

Operating from the conflict avoidance end of the leadership spectrum is a problem not just limited to (blank). The problem is that they avoid conflict and ignore problems that require difficult and sometimes unpopular decisions. They are sometimes so concerned with what others think of them that they do not effectively:

Answer 4

1. new supervisors
2. perform their duties

Question 5

Operating from the command-and -control end of the leadership spectrum, supervisors often see themselves as (blank). They can be demanding, hard workers- even workaholics, whose focus is often to:

Answer 5

1. traditional leaders
2. get results at all costs.

Question 6

Today, (blank) is one of the most common problems experiences by supervisors, and it is a problem that affects employee morale and motivation.

Answer 6

conflict avoidance

Question 7

Conflict Avoidance Supervisors- The most significant problem encountered by supervisors operating at the extreme ends of the leadership spectrum is the:

Answer 7

perceptions held by their employees.

Question 8

Conflict Avoidance Supervisors-

Some employees perceive that such supervisors lack the job knowledge to: (3)

Answer 8

1. answer questions
2. make tough decisions; or
3. hold people accountable

Question 9

Conflict Avoidance Supervisors-

A supervisor who makes decisions based primarily on the likability factor is:

Answer 9

destined for failure.

Question 10

Occasionally, conflict- avoidance supervisors join with their chronic complaining subordinates to commiserate about perceived injustices. If you engage in the practice of talking negatively about you supervisors to your subordinates, you have given your subordinates permission to:

Answer 10

talk about you when you are not present.

Question 11

Occasionally, conflict- avoidance supervisors join with their chronic complaining subordinates to commiserate about perceived injustices. If you engage in the practice of talking negatively about you supervisors to your subordinates, you have given your subordinates permission to talk about you when you are not present. It is not sound leadership and will contribute to their:

Answer 11

declining morale and loss of trust and respect for you.

Question 12

Command-and -Control Supervisors:

The employee perception most often generated by command- and-control supervisors is that such supervisors are: (3)

Answer 12

demeaning, sarcastic, and condescending.

Question 13

Command-and -Control Supervisors:

The employee perception most often generated by command- and-control supervisors is that such supervisors are demeaning, sarcastic, and condescending. They use (blank). They (blank), are (blank), and can come across like a (blank).

Answer 13

1. derogatory humor
2. micromanage, are overbearing, and can come across like a bully.

Question 14

Command-and -Control Supervisors:

You should not feel insecure because an employee may have more knowledge or skill than you in a specific area. Supervisors would be more successful if they knew the skills and strengths of their subordinates and utilized those strengths to:

Answer 14

help accomplish the mission.

Question 15

A supervisor who uses their subordinates full potential helps raise the:

Answer 15

self-esteem and job satisfaction of that employee.

Question 16

Authentic Leaderships:

According to the author, this is the large area of leadership in the middle, between Conflict Avoidance and Command- and -Control. Authentic Leaders can move back and forth as the situation warrants without reaching either extreme end of the spectrum and:

Answer 16

all the problems associated with those extremes.

Question 17

According to the author, this is the large area of leadership in the middle, between Conflict Avoidance and Command- and -Control:

Answer 17

Authentic Leadership

• Authentic Leaders can move back and forth as the situation warrants without reaching either extreme end of the spectrum and all the problems associated with those extremes.

Question 18

Authentic leadership means:

Answer 18

being true to yourself.

Question 19

Authentic leadership means being true to yourself. It means working within (blank)- most of the time. But it also means having to the ability to adjust (blank) when the situation requires either a more passive or more assertive response.

Answer 19

1. your comfort zone
2. outside of your comfort zone.

Question 20

The target employee perceptions authentic leaders want to generate is that they are:

Answer 20

committed to their organization.

Question 21

Authentic leaders also generate and employee perception that they care about employees as individuals. They engage with their employees. They know what is important to their employees both:

Answer 21

on and off the job.A

Question 22

Who is open to employee input and ideas?

Answer 22

Authentic leaders.

Question 23

Authentic leaders are open to employee input and ideas. Authentic leaders recognize exemplary work. They recognize employee behavior that they like, appreciate, and would like to see repeated. It cannot be overemphasized:

Answer 23

what gets recognized, get repeated.

Question 24

Authentic leaders hold employees accountable. They set expectations and hold people:

Answer 24

accountable to those expectations.

Question 25

Accountability benefits who, even more than who?

Answer 25

good employees even more than problem employees.

Question 26

Accountability benefits good employees even more than problem employees. Why?

Answer 26

Because it demonstrates that their supervisor cares enough to pay attention to the behavior and performance of all employees.

Question 27

What basic concepts are covered in the Bulletproof Leadership presentations? (4)

Answer 27

1. building trust
2. requiring accountability
3. communicating clearly; and
4. giving recognition

Question 28

What is the unpleasant news for anyone looking for a one-size-fits-all leadership style?

Answer 28

There is no perfect style that works for every leader in every situation.

Question 29

Why is it impossible for to be a carbon copy of other leaders?

Answer 29

Due to your unique life experiences and personality.

Question 30

What is the advice given about being yourself as a leader?

Answer 30

Be yourself unless you are a jerk.

Question 31

What problem is associated with operating from the conflict avoidance end of the leadership spectrum?

Answer 31

It affects any supervisor who dislikes or avoids conflict

Question 32

What do conflict- avoidance supervisors excessively worry about?

Answer 32

Being accused of nitpicking and being liked by everyone.

Question 33

What is the focus of command-and-control leaders?

Answer 33

Getting results at all costs.

Question 34

What perception do employees have about conflict-avoidance supervisors?

Answer 34

They ignore problems to avoid conflict.

Question 35

What is the likely result for supervisors who make decision based on likability?

Answer 35

They are destined for failure.

Question 36

What mistakes do some conflict-avoidance supervisors make to improve their likability?

Answer 36

Complaining about the organization with subordinates.

Question 37

What negative impact does commiserating with subordinates have on supervisors?

Answer 37

Contributes to declining morale and loss of trust and respect for you.

Question 38

What is a common employee perception of command-and -control supervisors? (3)

Answer 38

They are demeaning, sarcastic, and condescending.

Question 39

Why might some command-and-control supervisors act like they are in control?

Answer 39

They are insecure about their job.

Question 40

What should supervisors understand about knowledge and skill development?

Answer 40

It happens throughout a career.

Question 41

What is a common trait of some command- and- control supervisors?

Answer 41

They come across as aloof and disinterested.

Question 42

What should command- and -control supervisors with more task focused styles be aware of?

Answer 42

Know when to be more direct or more laid back.

Question 43

What do command-and-control supervisors sometimes appear to lack?

Answer 43

Confidence and people skills.

Question 44

What is authentic leadership?

Answer 44

Being true to yourself and adjusting as needed.

Question 45

What perception do authentic leaders aim to generate in their employees?

Answer 45

They are committed to the organization.

Question 46

What is essential for supervisors to show towards their employees?

Answer 46

Care about them as individuals.

Question 47

How do authentic leaders handle employee input and ideas?

Answer 47

They are open to input and ideas.

Question 48

What should authentic leaders recognize in their employees?

Answer 48

Both meritorious achievements and behavior they appreciate.

Question 49

Why is hold employees accountable important for authentic leaders?

Answer 49

It demonstrates care and attention to behavior and performance.

Question 50

What kind of environment do authentic leaders create?

Answer 50

An environment where motivation can flourish.

Question 51

What is a potential issue for supervisors operating at extreme ends of the spectrum?

Answer 51

Employee perceptions of ineffectiveness and lack of trust.

Question 52

What is a critical skill for command-and-control supervisors to develop?

Answer 52

People skills.

Question 53

What can happen if supervisors fail to move away from extreme ends of the spectrum?

Answer 53

They face problems and lose employee trust.

Question 54

What should supervisors do if they lack people skills?

Answer 54

Make personal improvements.

Question 55

What is important for supervisors who are more direct and task-focused?

Answer 55

Balance their approach with decent people skills.

Question 56

What is the relationship between authentic leadership and employee accountability?

Answer 56

Authentic leaders hold employees accountable to set expectations.