IS-240.B: Leadership and Influence Answers

1

Delegating and mentoring are examples of:

  • Constructive disagreement.
  • Trust-reducing behaviors.
  • Developing an alliance mindset.
  • Strategies for developing leaders.
2

Creating an implementation plan, implementing the change, and monitoring the impact of the change are important parts of:

  • Dealing with disgruntled employees
  • The change process
  • Personal response to change
  • The Ladder of Inference
3

Which of the following is NOT an example of a trust-building behavior?

  • Withholding deserved recognition at times when you are feeling underrecognized.
  • Sharing credit generously.
  • Airing concerns with stakeholders when you’re unsure about committing resources.
  • Communicating anticipated slippage as soon as you suspect it.
4

In emergency management, you must focus solely on building trust with those above you in the organization.

  • True
  • False
5

Most leaders find that increased self-knowledge helps them leverage their strengths and increase their self-confidence.

  • True
  • False
6

Coaching is convincing people of their own ability to do the job.

  • True
  • False
7

Demonstrating conviction, courage, compassion, and care for the community can:

  • Raise obstacles to constructive interpersonal influence.
  • Reduce your capacity to trust others.
  • Help build a climate of trust.
  • Make you vulnerable to your detractors.
8

Which of the following is NOT an example of effective leadership?

  • Ask for feedback about your ideas or approaches.
  • Ensure that people understand how an imminent change will affect them.
  • Keep most information to yourself so you can use it as a bargaining chip.
  • Show that you can be relied on to keep confidences.
9

Someone working out of the Leader paradigm is likely to:

  • Listen to others and advocate their own position.
  • Point out that individual needs are not a vital concern at this time.
  • Stay “invisible” so people can work through their fears.
  • Keep a lid on the situation by controlling open discussion
10

The first stage of the change process should be:

  • Planning and implementing the change.
  • Defining and promoting the change.
  • Maintaining the change.
  • Engaging people in the change.
11

Acknowledging a mistake publicly is:

  • A sign of a weak leader.
  • One way to restore trust.
  • A last resort when you can’t put a better spin on it.
  • An example of career suicide.
12

Seeing people who resist you as adversaries is part of an alliance mindset.

  • True
  • False
13

When discussing and generating ideas with team members, you should:

  • Begin with a few minutes of inquiry, then move immediately to advocacy.
  • Confine the discussion to generalities and avoid any decisions.
  • Begin by laying out a rational argument for your ideas, then ask for comments.
  • Spend time learning from each other without evaluating ideas, then move to discussion.
14

Your ability to influence others is also enhanced by effective ______________ skills.

  • Response
  • Communication
  • Classification
  • Dominance
15

You are leading and influencing when you are doing all of the following EXCEPT:

  • Inviting other members of the emergency management team to discuss common goals.
  • Telling them that it is your way or not at all.
  • Encouraging someone else to assume the leadership role in the group.
  • Using a meeting as an opportunity to really “listen” to others in the meeting.
16

Effective delegation involves:

  • Identifying the appropriate person for the task.
  • Determining that all credit goes to the team leader.
  • Ensuring all tasks are equally distributed.
  • Guaranteeing all employees have a chance to do the same task.
17

People are more likely to “buy in” to an organization’s strategy if:

  • Compliance is mandated.
  • The strategy is presented to them by the head of the organization.
  • The leaders tell them it’s a good thing.
  • They participate in defining their role in the strategy.
18

Which of the following actions is likely to reduce trust?

  • Be willing to be wrong.
  • Cut off new ideas if they differ from yours.
  • Develop systems for staff to evaluate supervisors and managers.
  • Provide coaching whenever you see an employee in need of help.
19

People with political savvy make decisions that:

  • Primarily further their own interests.
  • Balance self-interest and organizational interest.
  • Are designed to demonstrate their organizational clout.
  • Don’t expose their true position on controversial ideas.
20

When soliciting authentic feedback as a means of increasing self-knowledge, you should:

  • Defend yourself on each point that is raised.
  • Restate the feedback and ask follow-up questions.
  • Be sure that the feedback session is part of a formal process.
  • Avoid making suggested changes for the first year.
21

Lack of leadership in emergency management can result loss of public trust, property or even lives.

  • True
  • False
22

Which of the following would be an effective approach for encouraging authentic feedback?

  • Ask for feedback only when you are open to hearing it.
  • only in formal situations, so employees understand the importance of the feedback.
  • In the beginning, ask for feedback each time you see the person.
  • Defend yourself if you disagree with criticisms you receive.
23

Being an ally involves reciprocity, which means:

  • Trading favors.
  • Getting back at someone when they breach your trust.
  • Creating a web of good will that will be there when you need it.
  • Making deals behind the scenes.
24

Leadership involves providing ______, direction, coordination, and motivation toward achieving emergency management goals.

  • Power
  • Bureaucracy
  • Dominance
  • Vision
25

During the advocacy phase of a discussion, you should:

  • “Sell” your idea or position.
  • Challenge others’ ideas to generate debate.
  • Adopt a win/lose mindset to better control the discussion.
  • Set discussion ground rules based on role and status.

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