TEST BANK FOR M ECONOMICS, THE BASICS, 4TH EDITION MIKE MANDEL CHAPTER 1-19 ANSWERS ARE AT THE END OF EACH CHAPTER
Test Bank For Leadership Enhancing the Lessons of Experience 10th Edition by Richard Hughes and Robert Ginnett and Gordon Curphy Chapter 1-18 Answer are at the End of Each chapter Chapter 1
Student name:__________ TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false. 1) Leadership is a complex phenomenon involving the leader, the followers, and the situation. ⊚ ⊚
true false
2) Successful managers spend a lot of their time in organizational socializing and politicking. ⊚ ⊚
true false
3) Some managers are likely to be effective leaders without ever having taken a course or training program in leadership. ⊚ ⊚
4)
true false
Good leadership is all about calculation, planning, and following a checklist. ⊚ ⊚
true false
5) The mere presence of a group can cause people to act differently than when they are alone.
⊚ ⊚
true false
6) Leaders have a short-term view, whereas managers have a long-term view in management. ⊚ ⊚
true false
7) Leaders tend to ask questions pertaining to the "how" and "when" of situations, whereas managers tend to ask questions pertaining to the "what" and "why" of things. ⊚ ⊚
8)
true false
One needs only common sense to be a good leader. ⊚ ⊚
true false
9) Formal study and learning from experience are mutually exclusive when developing leadership skills. ⊚ ⊚
true false
10) Because followers are often at the levels where many organizational problems occur, they can give leaders relevant information so that good solutions are implemented. ⊚ ⊚
true false
11) Leaders have considerably more influence with in-group followers than with out-group followers.
⊚ ⊚
true false
12) Out-group subordinates are distinguished from in-group subordinates by their high degree of loyalty, commitment, and trust felt toward their leader. ⊚ ⊚
true false
13) When followers have a say in the selection or election of a leader, they are likely to have low expectations and make few demands. ⊚ ⊚
true false
14) According to Robert Kelley, the best followers are self-starters who take initiative for themselves. ⊚ ⊚
true false
15) According to Robert Kelley, alienated followers habitually point out all the negative aspects of an organization to others and leaders often see them as adversarial. ⊚ true ⊚ false
16) Pragmatist followers see themselves as mavericks who have a healthy skepticism of their organization. ⊚ ⊚
true false
17) Unlike the constructionist approach, the role approach believes that leadership is cocreated through acts of leading and following, whoever may be performing those acts.
⊚ ⊚
true false
18) Research indicates that men tend to view leadership as an exchange with subordinates for services rendered. ⊚ ⊚
true false
19) The glass cliff refers to the finding that female candidates for an executive position are more likely to be hired than equally qualified male candidates when an organization's performance is declining. ⊚ true ⊚ false
20) Hubristic leaders ignore the advice and criticism of others, almost drunk with their power and unconditional positive self-regard. ⊚ true ⊚ false
MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question. 21) According to leadership researchers, leadership
A) is an interpersonal relation in which others comply because they want to. B) is the study of leaders independent of the people they interact with. C) postulates that leaders administer rather than innovate. D) requires that leaders accept the status quo.
22)
Which of the following definitions of leadership is fairly comprehensive and helpful?
A) actions that focus resources to create desirable opportunities B) the process by which an agent induces a subordinate to behave in a desired manner C) directing and coordinating the work of group members D) the process of influencing an organized group toward accomplishing its goals
23) A key reason behind using the phrase "desirable opportunities" in a definition of leadership was precisely to distinguish between leadership and
A) tyranny. B) management. C) followership. D) situation.
24)
Which of the following words is most often associated with the word "management"?
A) dynamism B) risk taking C) efficiency D) creativity
25)
Leadership is most associated with words like
A) consistency. B) planning. C) control. D) vision.
26)
Which of the following is a conventional distinction between managers and leaders?
A) Managers administer, while leaders innovate. B) Managers challenge the status quo, while leaders accept it. C) Managers inspire, while leaders control. D) Managers originate, while leaders imitate.
27)
The interactional framework for analyzing leadership includes
A) followers, leaders, and situations. B) individuals, groups, and organizations. C) individual followers, groups, and leaders. D) first-level supervisors, mid-level managers, and top-level leaders.
28)
What is Hollander's approach to leadership called?
A) participative approach B) transformational approach C) charismatic approach D) transactional approach
29) According to Robert Kelley's basic styles of followership, _____ are the "yes people" of organizations and are very active at doing their organization's work.
A) pragmatist followers B) conformist followers C) alienated followers D) exemplary followers
30) According to Robert Kelley's basic styles of followership, which of the following statements is true about pragmatist followers?
A) They are mediocre performers. B) They usually point out all the negative aspects of their organization to others. C) They are the "yes people" of their organization. D) They apply their talents for the benefit of their organization.
31) According to Robert Kelley's basic styles of followership, who among the following presents a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors? A) alienated followers B) conformist followers C) pragmatist followers D) exemplary followers
32) Craig, a marketing manager at HeliZone Inc., rarely takes initiative or suggests new ideas during project meetings. He does his work half-heartedly and needs to be guided by his manager on a regular basis. According to Robert Kelley's basic styles of followership, Craig most likely is a(n)
A) passive follower. B) alienated follower. C) conformist follower. D) pragmatist follower.
33) Identify a true statement about passive followers in the context of Robert Kelley's basic styles of followership.
A) They are the "yes people" of organizations. B) They are highly likely to become experts in mastering the bureaucratic rules that can be used to protect them. C) They require constant direction because they lack initiative and a sense of responsibility. D) They are often seen as cynical, negative, and adversarial by leaders.
34)
Unlike the role approach, the constructionist approach
A) stresses that a person's awareness of being judged by stereotypes has a deleterious impact on performance. B) views leadership as combined acts of leading and following by different individuals. C) emphasizes that leaders have more influence with out-group followers than with ingroup followers. D) states that female candidates are unable to deliver when an organization's performance is declining.
35) Most early research on leadership was based on the assumption that leadership is a general personal trait expressed independently of the situation in which the leadership is manifested. This view is commonly known as
A) the interactional framework. B) the role approach. C) the heroic theory. D) the glass ceiling effect.
36) In the context of the interactional framework, ideal followers are most likely to be described as
A) cooperative. B) forward-looking. C) inspiring. D) innovative.
37)
In a classic study of sex roles, Schein
A) evidenced the fact that being a woman and being a manager are contradictory. B) found a high correlation between the ways both male and female respondents perceived "females" and "managers." C) demonstrated how bias in sex-role stereotypes created problems for women moving up through managerial roles. D) found no correlation between the ways respondents perceived "males" and "managers."
38) Which of the following is a phenomenon that refers to situations in which people feel themselves at risk of being judged by others holding negative images about them?
A) the in-group B) the stereotype threat C) the glass cliff D) the role approach
39)
Which of the following statements is true of women in leadership positions?
A) Women's commitment to their organizations was less guarded than that of their male counterparts. B) Women were less likely than men to be willing to take career risks. C) Women were less analytical and forceful than men. D) Women had significantly lower well-being scores than men.
40) In survey research by Judith Rosener that identified several differences in how men and women described their leadership experiences, it was found that
A) men's trust in each other tended to decrease more than women when work situations became more professionally risky. B) men described their influence in terms of personal characteristics like charisma and interpersonal skill. C) women helped subordinates develop commitment to broader goals than their own self-interest. D) women influenced others primarily through their organizational position and authority.
ESSAY. Write your answer in the space provided or on a separate sheet of paper. 41) Discuss how leadership is both an art and a science.
42)
Explain and illustrate the rational and emotional aspects of leadership.
43)
Compare and contrast leadership and management.
44) What are the advantages of formally studying leadership? What role do real-life experiences play in formal studies of leadership?
45)
Compare and contrast leadership and followership.
46)
Briefly discuss Rosener's concept of interactive leadership and explain its development.
47) How does the situation variable affect leadership? How does a leader's job differ in simple and complex situations?
48) How does a leader's history with an organization affect leadership effectiveness? Explain how the way in which leadership status was achieved impacts effectiveness.
49)
Identify and describe the five basic styles of followership as suggested by Robert Kelley.
50) What trends have contributed to the changing nature of the leader-follower relationship in organizations? How do these trends enable followers to take on leadership roles?
Answer Key Test name: chapter 1 1) TRUE 2) FALSE 3) TRUE 4) FALSE 5) TRUE 6) FALSE 7) FALSE 8) FALSE 9) FALSE 10) TRUE 11) TRUE 12) FALSE 13) FALSE 14) TRUE 15) TRUE 16) FALSE 17) FALSE 18) TRUE 19) TRUE 20) TRUE 21) A 22) D 23) A 24) C 25) D 26) A
27) A 28) D 29) B 30) A 31) D 32) A 33) C 34) B 35) C 36) A 37) C 38) B 39) D 40) C 41) Saying leadership is both a science and an art emphasizes the subject of leadership as a field of scholarly inquiry, as well as certain aspects of the practice of leadership. The scope of the science of leadership is reflected in a number of studies cited in an authoritative reference work. However, being an expert on leadership research is neither necessary nor sufficient for being a good leader. Some managers may be effective leaders without ever having taken a course in leadership, and some scholars in the field of leadership may be relatively poor leaders themselves. Nonetheless, knowing something about leadership research is relevant to leadership effectiveness. Scholarship may not be a prerequisite for leadership effectiveness, but understanding some of the major research findings can help individuals better analyze situations using a variety of perspectives. That, in turn, can give leaders insight about how to be more effective. Even so, because skills in analyzing and responding to situations vary greatly across leaders, leadership will always remain partly an art as well as a science.
42) Leadership involves both the rational and emotional sides of human experience. Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion. It would be undesirable to have leaders who only respond to all situations with logical and emotionless predictability. Good leadership is more than just calculation and planning, or following a checklist. People are both rational and emotional, so leaders can use rational techniques and emotional appeals to influence followers, but they must also weigh the rational and emotional consequences of their actions. Good leadership also involves touching others' feelings; emotions play an important role in leadership, too. One example is the civil rights movement of the 1960s. It was a movement based on emotions as well as on principles. Dr. Martin Luther King Jr. inspired many people to action; he touched people's hearts as well as their minds.
43) To many people, the word "management" suggests words like efficiency, planning, paperwork, procedures, regulations, control, and consistency. Leadership, on the other hand, is more associated with words like risk taking, dynamic, creativity, change, and vision. Some people say leadership is fundamentally a value-choosing, and thus a value-laden, activity, whereas management is not. Leaders are thought to do the right things, whereas managers are thought to do things right. Other differences include the idea that managers administer, whereas leaders innovate; managers maintain, whereas leaders develop; managers control, whereas leaders inspire; managers have a short-term view, whereas leaders have a long-term view; managers imitate, whereas leaders originate; and managers accept the status quo, whereas leaders challenge it. Zaleznik suggests that by nature some people are managers, while others are leaders. It is probably best to think of leadership and management as closely related but distinguishable functions. Although some functions performed by leaders and managers may be unique, there is also an area of overlap.
44) Formal study and learning from experience complement each other. A formal study of leadership can help students learn to discern critical lessons about leadership from their own experience. Approaching the issue in such a way recognizes the vital role of experience in leadership development, but it also admits that certain kinds of study and training can improve a person's ability to discern important lessons about leadership from experience. One advantage of formally studying leadership is that formal study provides students with a variety of ways of examining a particular leadership situation. By studying the different ways researchers have defined and examined leadership, students can use these definitions and theories to better understand what is going on in any leadership situation. The leadership frameworks can similarly be applied to better understand the experiences one has as both a leader and a follower. Being able to analyze your experiences from multiple perspectives may be the greatest single contribution a formal course in leadership can give you.
45) Leadership is a social influence process shared among all members of a group. It is not restricted to the influence exerted by someone in a particular position or role. Thus, followers are part of the leadership process. In recent years both practitioners and scholars have emphasized the relatedness of leadership and followership. There is no simple line dividing them; they merge. This does not mean leadership and followership are the same thing. When top-level executives were asked to list qualities they most look for and admire in leaders and followers, the lists were similar but not identical. Ideal leaders were characterized as honest, competent, forward-looking, and inspiring. Ideal followers were described as honest, competent, independent, and cooperative. The differences could become critical in certain situations, as when a forward-looking and inspiring subordinate perceives a significant conflict between his own goals or ethics and those of his superiors. Such a situation could become a crisis for the individual and the organization, demanding a choice between leading and following.
46) Survey research by Judith Rosener identified several differences in how men and women described their leadership experiences. Men tended to describe themselves in somewhat transactional terms, viewing leadership as an exchange with subordinates for services rendered. They influenced others primarily through their organizational position and authority. The women, by contrast, tended to describe themselves in transformational terms. They helped subordinates develop commitment to broader goals than their own self-interest and described their influence more in terms of personal characteristics like charisma and interpersonal skill than mere organizational position. According to Rosener, such women leaders encouraged participation and shared power and information, but went far beyond what is commonly thought of as participative management. She called it interactive leadership. Their leadership self-descriptions reflected an approach based on enhancing others' self-worth and believing that the best performance results when people are excited about their work and feel good about themselves. Rosener concluded that this interactive leadership style developed due to these women's socialization experiences and career paths. The social role expected of women has emphasized that they be cooperative, supportive, understanding, gentle, and service-oriented. As they entered the business world, they still found themselves in roles emphasizing these same behaviors. They found themselves in staff, rather than line, positions and in roles lacking formal authority over others such that they had to accomplish their work without reliance on formal power. What they had to do, in other words, was employ their socially acceptable behavioral repertoire in order to survive organizationally.
47) The situation is the third critical part of the leadership equation. Even if we knew all we could know about a given leader and a given set of followers, leadership often makes sense only in the context of how the leader and followers interact in a particular situation. The situation variable may be the most ambiguous aspect of the leadership framework; it can refer to anything from the specific task a group is engaged in to broad situational contexts such as the remote predicament of the Andes survivors. In simple situations, a leader is expected to ensure that proper processes are in place, follow best practices, and communicate in clear and direct ways. In complex situations, the leader should create environments and experiments that allow patterns to emerge; increase levels of interaction and communication; and use methods that generate new ideas and ways of thinking among everyone.
48) A leader's experience or history in a particular organization is usually important to her or his effectiveness. For example, leaders promoted from within an organization, by virtue of being familiar with its culture and policies, may be ready to "hit the job running." In addition, leaders selected from within an organization are typically better known by others in the organization than are leaders selected from the outside. That is likely to affect, for better or worse, the latitude others in the organization are willing to give the leader; if the leader is widely respected for a history of accomplishment, she may be given more latitude than a newcomer whose track record is less well known. A leader's legitimacy also may be affected by the extent to which followers participated in the leader's selection. When followers have had a say in the selection or election of a leader, they tend to have a heightened sense of psychological identification with her, but they also may have higher expectations and make more demands on her. Another important aspect of the leader is how he or she achieved leader status. Leaders who are appointed by superiors may have less credibility with subordinates and get less loyalty from them than leaders who are elected or emerge by consensus from the ranks of followers.
49) Kelley has suggested five basic styles of followership: 1. Alienated followers habitually point out all the negative aspects of the organization to others. While alienated followers may see themselves as mavericks who have a healthy skepticism of the organization, leaders often see them as cynical, negative, and adversarial. 2. Conformist followers are the "yes people" of organizations. While very active at doing the organization's work, they can be dangerous if their orders contradict societal standards of behavior or organizational policy. 3. Pragmatist followers are rarely committed to their group's work goals, but they have learned not to make waves. Because they do not like to stick out, pragmatists tend to be mediocre performers who can clog the arteries of many organizations. 4. Passive followers rely on the leader to do all the thinking. Furthermore, their work lacks enthusiasm. Lacking initiative and a sense of responsibility, passive followers require constant direction. 5. Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist co-workers.
50) There is an increasing pressure on all kinds of organizations to function with reduced resources. Reduced resources and company downsizing have reduced the number of managers and increased their span of control, which in turn leaves followers to pick up many of the functions traditionally performed by leaders. There is also a trend toward greater power sharing and decentralized authority in organizations, which create greater interdependence among organizational subunits and increase the need for collaboration among them. Furthermore, the nature of problems faced by many organizations is becoming so complex and the changes are becoming so rapid that more and more people are required to solve them. In addition to helping solve organizational problems, followers can contribute to the leadership process by becoming skilled at "influencing upward." Because followers are often at the levels where many organizational problems occur, they can give leaders relevant information so that good solutions are implemented. Still another way followers can assume a greater share of the leadership challenge in the future is by staying flexible and open to opportunities.
Student name:__________ TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false. 1) The most productive way to develop as a leader is to travel along the spiral of experience. ⊚ ⊚
2)
true false
Experience is just a matter of what events happen to you. ⊚ ⊚
true false
3) Studies indicate that perception is basically a passive activity suggesting that everyone attends to all aspects of a situation equally. ⊚ ⊚
true false
4) The tendency to overestimate the dispositional causes of behavior and underestimate the environmental factors when others fail is called the fundamental attribution error. ⊚ ⊚
true false
5) Although unaided learning from experience is difficult, it can be enhanced through the practice of after event reviews (AERs), which involve systematic reflection. ⊚ ⊚
true false
6) According to the fundamental archetypes of leadership, the Visionary–Alchemist archetype refers to a leader who provides oversight, control, moral guidance, and caring protectiveness. ⊚ ⊚
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7) According to the fundamental archetypes of leadership, the Warrior–Knight archetype refers to a leader who challenges the status quo and guides adaptation. ⊚ ⊚
true false
8) In single-loop learning, individuals tend to learn about subjects outside the comfort zone of their belief systems. ⊚ ⊚
true false
9) The times when people most need to break out of the mold created by past learning patterns are the times when they are most unwilling to do so. ⊚ ⊚
true false
10) With in-basket exercises, participants are given a limited amount of time to prioritize and respond to a number of notes, letters, and phone messages from an actual manager's inbox. ⊚ ⊚
true false
11) Technology-based approaches to leader development, such as video games and virtual reality simulations, require speedy thought and action. ⊚ ⊚
true false
12) A disadvantage of action learning is that it inherently involves time away from immediate job responsibilities. ⊚ ⊚ Version 1
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13) Useful information about a leader's strengths and development needs is most likely provided by 360-degree feedback. ⊚ ⊚
true false
14) Leaders and followers use development plans as road maps for changing their own behaviors. ⊚ ⊚
15)
true false
Leadership practitioners tend to concentrate on coaching their solid or top followers. ⊚ ⊚
true false
16) In mentoring, a mentor is the protégé's immediate supervisor and is necessarily a part of the organization. ⊚ ⊚
true false
17) Good coaches not only discuss what needs to change but also make coachees practice targeted behaviors. ⊚ ⊚
true false
18) Informal mentoring programs occur when an organization assigns a relatively inexperienced but high-potential leader to one of the top executives in the company. ⊚ ⊚
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19)
Mentoring is the same as coaching. ⊚ ⊚
true false
20) Research shows that "helicopter parenting" is positively linked to a young person's leadership development. ⊚ ⊚
true false
MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question. 21) Leadership development is enhanced when an experience involves three processes, which are
A) causation, vision, and listening. B) perception, attribution, and learning. C) action, observation, and reflection. D) action, behavior, and consequence.
22) People do not see everything that happens in a particular leadership situation, nor do they hear everything; instead they are selective in what they attend to and what they, in turn, understand. A phenomenon that demonstrates this selectivity is called
A) the stereotype threat. B) perceptual set. C) the glass cliff. D) action learning.
23) In the context of perception, which of the following terms is best described as the explanations people develop for the characteristics, behaviors, or actions to which they attend?
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A) attribution B) single-loop learning C) self-fulfilling prophecy D) fundamental attribution error
24) The tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail is called
A) single-loop learning. B) the fundamental attribution error. C) the self-fulfilling prophecy. D) double-loop learning.
25) People who are observing an action are much more likely than the actor to make the fundamental attribution error. This is called
A) stereotyping. B) the self-serving bias. C) the ultimate attribution error. D) the actor/observer difference.
26) Kyra, a 16-year-old high school girl, is skeptical about her first day at a new school. She believes that nobody will talk to her and that her new teachers will be rude to her. She enters the class in a negative mood and speaks rudely to everyone. Eventually, she sees that her beliefs about the new school and teachers come true. Which of the following is most likely exemplified in this scenario?
A) the self-fulfilling prophecy B) the actor/observer difference C) the heroic theory D) the constructionist approach
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27) __________ occurs when people's expectations or predictions play a causal role in bringing about the events they predict.
A) Attribution B) Double-loop learning C) The self-fulfilling prophecy D) The fundamental attribution error
28)
Observing "with binoculars" involves
A) overcoming bias by looking at alternate perspectives. B) looking at a situation in an unrealistically favorable light. C) stepping back from a situation. D) being mindful when observing.
29) The tendency to make external attributions for one's own failures and internal attributions for one's successes is known as
A) the actor/observer difference. B) a self-serving bias. C) the self-fulfilling prophecy. D) the fundamental attribution error.
30) According to the fundamental archetypes of leadership, a __________ works on developing something that will benefit all the members in an organization.
A) Visionary–Alchemist B) Father–Judge C) Revolutionary–Crusader D) Warrior–Knight
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31) Simone, a senior sales manager at ReadMe Inc., cares about developing the skills of her teammates and works beside them as a role model. In the context of the five fundamental archetypes of leadership, she most likely belongs to the
A) Warrior–Knight archetype. B) Visionary–Alchemist archetype. C) Father–Judge archetype. D) Teacher–Mentor archetype.
32) Which of the following fundamental archetypes of leadership is most likely to take risks and action in a crisis?
A) The Teacher–Mentor archetype B) The Visionary–Alchemist archetype C) The Warrior–Knight archetype D) The Revolutionary–Crusader archetype
33) Which of the following terms describes a kind of learning between an individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions?
A) deutero-learning B) double-loop learning C) action learning D) single-loop learning
34) Which of the following involves a willingness to confront your own views and an invitation to others to do so, too?
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A) the fundamental attribution error B) double-loop learning C) the self-fulfilling prophecy D) single-loop learning
35) __________ describe leadership situations and are used as vehicles for leadership discussions.
A) In-basket exercises B) Simulations C) Case studies D) Games
36) Which of the following involves participants being given a limited amount of time to prioritize and respond to a number of notes, phone messages, and letters from a fictitious manager's in-basket?
A) virtual simulations B) role playing C) in-basket exercises D) case studies
37) Jonathan, a front desk executive at Read Books Inc., handled 40 customer calls per day. He was then sent to a training program last month to improve his communication skills, which cost the organization $500. This month, Read Books observes that his growth is positive and substantial and that he is able to handle 60 customer calls per day. His productivity has increased by $700. This scenario most likely exemplifies
A) action learning. B) return on investment. C) the constructionist approach. D) the heroic theory.
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38)
Unlike traditional training programs, action learning
A) inherently involves time away from immediate job responsibilities. B) makes transfer back to the actual work situation more difficult. C) requires personnel who participate in leadership development activities to attend classes for several weeks. D) often is conducted in teams of work colleagues who are addressing real company challenges.
39)
Which of the following statements is true of informal coaching?
A) It is unsuccessful in helping leadership practitioners diagnose why behavioral changes fail to occur. B) It takes place whenever a leader helps followers to change their behaviors. C) It is an inefficient model to be used by senior executives to develop the skills of their staff. D) It is more effective for high-performing followers than for low-performing followers.
40) A personal relationship in which a more experienced mentor (usually someone two to four levels higher in an organization) acts as a guide, role model, and sponsor of a less experienced protégé is known as
A) evaluating. B) consulting. C) mentoring. D) networking.
ESSAY. Write your answer in the space provided or on a separate sheet of paper. 41) Discuss leadership development in terms of the action–observation–reflection model.
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42) Explain the role of perception in all three phases of the action–observation–reflection model. Provide examples to illustrate your response.
43) Differentiate between single-loop learning and double-loop learning. Which one is more difficult in terms of leadership development? Why?
44)
Explain the phrase "to go against the grain of one's personal historical success."
45) Explain role playing, in-basket exercises, and leaderless group discussions and describe how these enhance leadership training.
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46)
Discuss the components and effectiveness of action learning.
47)
Describe the arts-based approach to leader development.
48) What is the purpose of development planning? What are the components of an effective development plan?
49)
Describe the five steps of informal coaching.
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