Question 1

Continual learning, as a leadership skill, means that the individual takes responsibility for acquiring new information and finding ways to use new and old information creatively.

Accepted Answer

Continual learning requires taking ownership of one's own learning and seeking out opportunities to acquire and apply new knowledge and skills. This is an important leadership skill as it allows leaders to stay current and adapt to changing circumstances.

Question 2

Skills are learned characteristics that can be improved by training, education, and practice.

Accepted Answer

Skills are not innate abilities, but rather abilities that can be developed through deliberate practice and learning.

Question 3

Leadership skills tend to be broad in nature, such as ability to communicate.

Accepted Answer

Leadership skills include communication, as well as other broad skills such as problem solving, decision making, and influence.

Question 4

Power is derived from both position and person; when based on the person, it is typically related to the leader's influence skills.

Accepted Answer

Power can come from both the position a person holds (such as a manager or CEO) and from their personal influence and skills as a leader.

Question 5

It is especially true of position power, as opposed to personal power, that it is acquired over time and that the leader develops it over time.

Accepted Answer

Position power is typically granted to someone when they are appointed or elected to a specific role or position, rather than developed over time. Personal power, on the other hand, is developed over time through one's actions, expertise, and relationships.

Question 6

A leader who can factually explain different viewpoints in complex, ambiguous situations is considered to have analytic skills.

Accepted Answer

Analytic skills involve the ability to gather, interpret, and analyze information to make informed decisions, which includes being able to understand and explain different viewpoints in complex, ambiguous situations.

Question 7

No leader should have to develop skills in order to live with ambiguity to the extent that a decision affecting him or her is not made for an extended period of time.

Accepted Answer

The statement is incorrect as leaders should be equipped with the ability to manage ambiguity and make decisions even in uncertain situations. Developing skills in this area is necessary for effective leadership. Waiting for a decision to be made indefinitely can cause instability and hinder progress.

Question 8

Charismatic leaders should break down others' self-confidence in order to enhance personal power.

Accepted Answer

This statement is false. Charismatic leaders should aim to build up the self-confidence of their followers, as this can lead to greater motivation, productivity, and loyalty. Breaking down others' self-confidence would be counterproductive and potentially damaging.

Question 9

Decisiveness is not an appropriate leadership trait in most situations because decision quality is harmed.

Accepted Answer

Decisiveness is an important leadership trait as it helps leaders make timely decisions and take action. However, it is important for leaders to balance decisiveness with thoughtful consideration of all available information and potential outcomes to ensure that the decisions made are of high quality. Hasty or impulsive decisions can be detrimental to an organization.

Question 10

Managers are considered to have high flexibility when they have the hardiness of spirit to remain focused or to spring back effectively when pushed hard by external influences.

Accepted Answer

The answer of Managers are considered to have high flexibility...

Question 11

High energy as a trait can be a problem for leaders who do not adequately plan, reflect, and therefore lead purposeful action.

Accepted Answer

High energy can be a valuable trait for leaders, but it needs to be harnessed and directed through thoughtful planning and reflection to ensure purposeful action. Without these processes, high energy can lead to chaotic or misguided leadership.

Question 12

Leaders with high emotional maturity are usually balanced and self-controlled until feelings of anger and hostility develop whenever they have to take unpopular actions.

Accepted Answer

Leaders with high emotional maturity typically have the ability to regulate their emotions, including anger and hostility, especially when taking unpopular actions. They approach difficult situations with empathy, understanding, and constructive communication rather than reacting with hostility or aggression.

Question 13

A primary characteristic of leaders high in need for achievement is the eagerness to delegate.

Accepted Answer

Leaders high in need for achievement tend to have a preference for maintaining control over tasks and often have difficulty delegating responsibilities.

Question 14

Studies about leadership traits consistently show that expertise and competence on the job are normally ranked the highest, even when pitted against honesty and personal integrity.

Accepted Answer

Studies about leadership traits often show that honesty and personal integrity are ranked as some of the most important qualities in a leader, frequently valued even more than expertise and competence on the job.

Question 15

Leaders with the trait of resilience are usually considered more dependable than others because they are not worn down by fatigue, stress, and disillusionment.

Accepted Answer

Resilient leaders have the ability to bounce back and recover quickly from setbacks or challenges, which means they are less likely to succumb to fatigue, stress, or disillusionment. As a result, they tend to be more dependable and reliable than other leaders who may be more easily worn down by similar factors.

Question 16

The ten traits discussed in the chapter include:
A) five heredity factors and five environmentally transmitted factors
B) six personality characteristics, two classic motivational drives, and two value orientations
C) four emotional factors, four intellectual factors, and two drives toward extroversion
D) six communication characteristics and four dominant leadership skills

Accepted Answer

The chapter discusses six personality characteristics (such as emotional stability and openness to experience), two classic motivational drives (such as achievement and affiliation), and two value orientations (such as individualism and collectivism). None of the other answer choices accurately describe the traits discussed in the chapter.

Question 17

The following is one of the personality characteristics discussed in the chapter:
A) energy
B) need for achievement
C) task-orientation
D) environmental scanning

Accepted Answer

The personality characteristic discussed in the chapter is "Energy". It refers to the level of energy or intensity that a person brings to their work or activities. This can manifest in different ways such as being enthusiastic, driven, or passionate. It is an important trait for leaders as it can inspire and motivate others.

Question 18

The personality characteristic that leads people to a reasoned surety about their capacity to perform is called:
A) resilience
B) energy
C) decisiveness
D) self-confidence

Accepted Answer

Self-confidence is the personality characteristic that provides a sense of trust in one's own abilities and decisions. It enables individuals to trust their abilities and tackle obstacles with resilience and energy, leading to better decision-making and successful outcomes. Therefore, self-confidence is the most suitable answer.

Question 19

The following is one of the guidelines for improving decisiveness:
A) Know your long-term goals
B) Assess personal strengths and weaknesses in order to address them
C) Prepare for possible emergencies and crises by developing contingency plans
D) Be patient and flexible in achieving goals

Accepted Answer

The answer of The following is one of the guidelines...

Question 20

The four elements commonly associated with emotional maturity are:
A) self-awareness, self-control, responsibility for actions, socialized power orientation
B) self-awareness, self-control, focus on task at hand, responsibility for actions
C) self-control, reliability, socialized power orientation, focus on task at hand
D) self-awareness, decisiveness, responsibility for actions, self-control

Accepted Answer

Self-awareness is the foundation of emotional maturity since it enables individuals to identify and understand their emotions. Self-control helps individuals regulate those emotions and behave appropriately. Responsibility for actions means taking ownership of the consequences of one's behavior. Socialized power orientation refers to the ability to understand and use power in a healthy and effective way, which is important for building positive relationships. The elements listed in option A encompass these key components of emotional maturity.

Quiz 4: Traits and Skills Contributing to Leader Effectiveness