Deck 8: Competency-Based Leadership Approaches

Question 1

The appropriate term for lists of competencies within some specific context is:

A) Competency-based frameworks
B) Competency-based leadership theories
C) Competency-based processes
D) Competency-based clusters

Answer 1

Competency-based frameworks

Question 2

Which of the following is not true of competency-based approaches?

A) A focus on universal characteristics in a specific context or generic perspective
B) Provides a range of individual characteristics that constitute "good leadership"
C) The competencies are derived from a variety of sources
D) A focus on the social construction of leadership

Answer 2

A focus on the social construction of leadership

Question 3

Competency based approaches to leadership are used for practical and theoretical purposes. An example of a theoretical purpose is:

A) Classification schemes for managers and executives
B) Identifying the competencies of successful leaders
C) Multiple source feedback instruments
D) The purposes of competency-based leadership approaches

Answer 3

Identifying the competencies of successful leaders

Question 4

Academic competency models tend to be more complex and sophisticated than other applied models because they integrate situational factors. This is accomplished by:

A) Inclusion of specific situational related competencies
B) Providing additional competency clusters that require situational assessment
C) Provide auxiliary discussions that highlights functional patterns
D) All of the above

Question 5

Competency-based leadership models have many strengths. Which of the following is not considered a strength?

A) Many models have been devised by consultants
B) Ability to shape frameworks on an organization-to-organization basis
C) It is easy to integrate individual trait studies with insight of experienced leaders
D) Provide a user friendly language for discourse
E) The Leadership Action Cycle

Question 6

In the Leadership Action Cycle, the proper selection of leader style is based on:

A) Different organizational and environmental needs
B) Leader constraints in resources, power and personal skills
C) Leader's own sense of priorities
D) All of the above
E) a & b

Question 7

In the Leadership Action Cycle, the performance goals include all of the following except:

A) Production efficiency and effectiveness
B) Follower satisfaction and development
C) Leader influence
D) Decision quality

Question 8

The section on Overall Organizational Effectiveness (Organization Wide) in Part 1 of The Assessment of Organizational Conditions and Leader Performance has questions pertaining to all of the following areas except:

A) Technical management
B) Management of resources
C) Management of employee needs
D) Management of change

Question 9

Part 1 of the Assessment of Organizational Conditions and Leader Performance has three sections that examine organizational conditions. These include all of the following except:

A) Overall Organizational Effectiveness
B) Organizational Factors Affecting Success
C) Constraints on Leadership
D) Overall Management Behaviors

Question 10

Which of the following statements is not true regarding the Assessment of Organizational Conditions and Leader Performance?

A) The questions regarding organizational effectiveness may or may not reflect a particular leader's effect on the organization
B) If the person being rated is not in a supervisory position, then the respondents evaluate the effectiveness of the ratee's supervisor
C) Ratings should be conducted by self, superior, subordinates and peers
D) In nearly all cases, the organization, area, or unit being referred to is the area under jurisdiction of the person being assessed.

Question 11

Competency-based leadership frameworks are lists of competencies within some specific context, but do not attempt to provide significant situational analysis or explanation.

Question 12

Competency-based approaches provide a list of what constitutes good leadership from the dimension of organizational effectiveness, but not from the dimension of employee satisfaction.

Question 13

Competencies are derived from a variety of sources including best practice surveys, literature reviews, inductive analyses, and surveys.

Question 14

Unlike other approaches to leadership, competencies are not limited in their utility based on what they seek to describe, explain or predict.

Question 15

The Blake and Mouton managerial grid and the Bass full-range leadership theory are seen as types of competency theories.

Question 16

One of the weaknesses of competency frameworks is the inability to shape them on an organization-by-organization basis.

Question 17

From an academic perspective, competency-based approaches tend to provide a comprehensive and user-friendly language for discourse.

Question 18

According to the LAC, a leader taking over a division in a crisis may need to rely on a highly directive style, whereas a leader taking over a high-performing division may initially adopt a laissez-faire style while studying the organization.

Question 19

According to the LAC, the degree of success of the various styles chosen depends more on the organizational conditions than the leaders' characteristics and behavioral skills.

Question 20

The LAC performance goal relating to the degree of alignment refers to maximizing employee needs with organizational goals.

Question 21

Explain how competency-based leadership approaches support organizational functions.

Question 22

Explain how competency-based leadership approaches support theory building.

Question 23

What are some of the features of a good competency model?

Question 24

Discuss the variables in the LAC model that determine the proper selection of leader style.

Question 25

Based on the LAC causal chain model identify and discuss performance goals.