IS 240.C Leadership and Influence Question Examples

There are numerous questions in the IS 240.C Leadership and Influence Final Exam pool. Check out some of the questions below to prepare. Or you can purchase our FEMA IS 240.C answer key. Acknowledging a mistake publicly is: A. An example of career suicide. B. A sign of a weak leader. C. A last resort when you can't put a better spin on it. D. One way to restore trust. Coaching is convincing people of their own ability to __________. A. Succeed B. Do the job C. Obtain allies D. Sell their ideas Effective leadership is __________ important in emergency management. A. Hardly B. Not C. Critically D. Less Which of the following is NOT a factor that effects your thought process and ability to lead? A. Assumptions and biases B. Using g active listening skills C. Resistances and barriers stemming from a different set of beliefs D. Thinking about how we will respond Creating an implementation plan and implementing the change are important parts of: A. The Ladder of Inference B. Dealing with disgruntled employees C. Personal response to change D. The change process Why should you use ICS in your jurisdiction? A. It saves money as its top priority. B. It allows for emergency management personnel from many different jurisdictions to work together. C. It guides departments and agencies at a government level. D. It helps to mitigate small scale events. The most effective type of personal influence to use when buy-in is required is: A. Interpersonal influence. B. Position influence. C. Domineering influence. D. Political influence. A climate of trust is enhanced when leaders: A. Micromanage. B. Acknowledge when there has been a previous breach of trust. C. Use domineering influence. D. Adopt a win/lose mentality. People with political savvy make decisions that: A. Don't expose their true position on controversial ideas. B. Primarily further their own interests. C. Are designed to demonstrate their organizational clout. D. Balance self-interest and organizational interest. Effective leadership is _______ necessary for implementing mitigation programs and for emergency management preparedness and disaster prevention. A. Not B. Equally C. Less D. Hardly Fostering a leadership environment involves all of the following EXCEPT: A. Facilitating acceptance of change within the organization. B. Developing leader qualities that emphasize a view of the organization as a moral system, drawing credibility and power from behavioral integrity and core values, and being motivated by realization of the vision. C. Building and maintaining a climate of trust. D. Expanding your self-knowledge and closing off more of your open self visible so that it is not visible to others. _____________ is the common thread that is woven throughout all of the change process components. A. Trust B. Communication C. Knowledge D. Honesty Effective delegation involves: A. Guaranteeing all employees have a chance to do the same task. B. Identifying the appropriate person for the task. C. Ensuring all tasks are equally distributed. D. Determining that all credit goes to the team leader. When discussing and generating ideas with team members, you should: A. Spend time learning from each other without evaluating ideas then move to discussion. B. Begin with a few minutes of inquiry then move immediately to advocacy. C. Begin by laying out a rational argument for your ideas then ask for comments. D. Confine the discussion to generalities and avoid any decisions. You are leading and influencing when you are doing all of the following EXCEPT: A. Using a meeting as an opportunity to really listen to others in the meeting. B. Inviting other members of the emergency management team to discuss common goals. C. Encouraging someone else to assume the leadership role in the group. D. Telling them that it is your way or not at all. Demonstrating conviction courage, compassion and care for the community can: A. Make you vulnerable to your detractors. B. Raise obstacles to constructive interpersonal influence. C. Reduce your capacity to trust others. D. Help build a climate of trust. E. Reduce your capacity to trust others. During the advocacy phase of a discussion, you should: A. Set discussion ground rules based on role and status. B. Sell your idea or position. C. Adopt a win/lose mindset to better control the discussion. D. Challenge others ideas to generate debate. Fostering a leadership environment involves all of the following EXCEPT: A. Empowering B. Building a shared vision C. Coaching D. Domineering Without __________________, a leader will be both ineffective and ultimately unsuccessful. A. Communication skills B. Trust C. Personal influence D. Political savvy To lead change effectively, leaders must do all of the following EXCEPT: A. Listen to and advocate for both organizational and individual needs B. Maintain public visibility and accessibility C. Hide the trust from their employees D. Be trustworthy, reliable, and influential When planning and implementing the change, leaders must do all of the following EXCEPT: A. Define a means of assessing progress. B. Develop a feedback loop that can provide information to fine tune the change process as it develops. C. Create a timeline for the change process. D. Refuse to listen to employee's concerns. People with ________________ put the organization’s interests first, believing that benefits to the organization align with meeting one’s individual interests. A. Political savvy B. The Alliance Mindset C. Trust building capabilities D. Personal Influence People are more likely to buy in to an organizations strategy if: A. The leaders tell them its a good thing. B. Compliance is mandated. C. They participate in defining their role in the strategy. D. The strategy is presented to them by the head of the organization. Which of the following actions is likely to reduce trust? A. Developing systems for staff to evaluate supervisors and managers. B. Being willing to be wrong. C. Providing coaching whenever you see an employee in need of help. D. Cutting off new ideas if they differ from yours. Trust is a necessary element of building ________ relationships with the public that will foster willing response and cooperation during times of emergency. A. Positive B. Friendly C. Civil D. Genuine You can learn a great deal about how your own beliefs, assumptions, background, culture, and other influences affect how you _________ what others say and how you interact with them. A. feel about B. hear C. interpret D. understand You should do all of the following in your jurisdiction EXCEPT: A. Integrate all response agencies and entities into a single, seamless system. B. Assume that personnel are properly trained. C. Use ICS and NIMS to manage all incidents, including recurring and/or planned special events. D. Develop and implement a public information system. You can use the ladder of inference to do which of the following? A. Think about how you will respond B. Interpret what the speaker is saying C. Jump to conclusions D. Listen carefully to what people actually say Your ability to influence others is also enhanced by effective ______________ skills. A. Classification B. Response C. Dominance D. Communication A leader can promote a team environment by doing all of the following EXCEPT: A. Establishing individual goals and individual rewards. B. Establishing an environment of trust. C. Setting up systems and structures to require teamwork. D. Encouraging team communication to build team identity. Leadership involves providing _____ , direction, coordination, and motivation toward achieving emergency management goals. A. Dominance B. Power C. Vision D. Bureaucracy _______ involves talking with other people and learning from them. A. Inquiry B. Active listening C. Advocacy D. Communication Which of the following would be an effective approach for encouraging authentic feedback? A. In the beginning ask for feedback each time you see the person. B. Ask for feedback only when you are open to hearing it. C. Defend yourself if you disagree with criticisms you receive. D. only in formal situations so employees understand the importance of the feedback. The first stage of the change process should be: A. Maintaining the change. B. Planning and implementing the change. C. Engaging people in the change. D. It is not a linear process. You will often find yourself working in many stages of the process simultaneously. An effective leader ________ employees by developing a shared vision, removing obstacles to great performance, developing ownership of the vision among the employees, and stimulating self-directed actions. A. Motivates B. Inspires C. Empowers D. Influences The most effective type of personal influence to use when buy-in is required is: A. Domineering influence. B. Position influence. C. Interpersonal influence. D. Political influence. In emergency management you must focus on building trust with those ________ in the organization. A. Above you B. Below you C. At all levels D. At the same level as you Increased self-knowledge will help leaders to do all of the following EXCEPT: A. Leverage their strengths B. Appreciate other points of view C. Break trust D. Understand others Critical tools for planning and implementing the change include all of the following EXCEPT: A. Resources, such as staff training and communication channels. B. Action and communication plans. C. A timeline for the change process. D. Clearly defined policies. To grow as a leader, you may need to let go of behaviors and beliefs about leadership that are comfortable for you but that ________________________. A. Cause you harm B. Are detrimental to your coworkers C. No longer serve you well D. Are wrong for the organization Effective leaders are ________, have an internal locus of control, and exhibit self-understanding and self-confidence. A. Centered B. Calm C. Smart D. Vulnerable Which of the following is a benefit of using ICS in your jurisdiction? A. It helps to ensure the safety of reesponders, workers, and others. B. It helps to ensure the achievement of planning objectives. C. It helps to ensure the safety of responders. D. It helps to ensure the overlapping of resources. All of the following are strategies for fostering leadership EXCEPT: A. Nurturing shared learning by balancing inquiry and advocacy. B. Using personal influence and political savvy to help achieve your personal vision and goals. C. Expanding your self-knowledge and making more of your hidden self visible to others. D. Encouraging authentic feedback for self-improvement Which of the following describes why self-reflection is important to leadership? A. Self-reflection allows you to notice your habitual ways of responding so that you approaching things consistently. B. Self-reflection helps you assess your coworkers. C. Self-reflection can help you repeat things that aren’t working until you get them right. D. Self-reflection helps you ensure that you are taking actions that are sound and not simply running on “auto pilot.” Which of the following is NOT something you would use the ladder of inference for? A. To think about what led them to think as they do B. To justify your assumptions and biases C. To listen for directly observable data D. To suspend your certainties and conclusions Delegating and mentoring are examples of: A. Trust-reducing behaviors. B. Developing an alliance mindset. C. Constructive disagreement. D. Strategies for developing leaders. A high-trust environment creates commitment and _______ to the organization. A. obedience B. devotion C. loyalty D. allegiance The following are questions that will help you begin to think about your capacity for trusting others EXCEPT: A. Do you keep your promises? B. Do you trust people as a habit, or do you wait for them to prove themselves? C. Do you trust yourself? D. Do you trust others? Trust is a necessary element of _______ with other agencies in disaster response and recovery efforts. A. Teaming B. Combining C. Working D. Collaborating Building and nurturing trust in the workplace requires leaders who do all of the following EXCEPT: A. Respect others and relationships with them during tough times as well as when things are smooth sailing. B. Desire to build and maintain a cooperative organizational culture. C. Do not acknowledge when a loss of trust has occurred. D. Nurture understanding and empathy with themselves and with others. Which of the following describes the "Why" of change? A. People need to understand the purpose for the change, and how it relates to the organization’s bigger picture. B. Staff members must understand what will happen as the plan unfolds. C. People need to understand what the future will look like because of the change. D. Everyone in the process must understand what their individual part in the change process will be. Which of the following is NOT a part of the change process? A. Planning and implementing the change B. Maintaining the change C. Discussing and developing the change D. Engaging people in the change A leader is someone who sets direction and __________ people to follow that direction. A. Forces B. Requires C. Influences D. Asks If people cannot tell what you value and will follow through on, _________ and mistrust will result. A. Nervousness B. Sadness C. Anger D. Confusion When soliciting authentic feedback as a means of increasing self-knowledge you should: A. Avoid making suggested changes for the first year. B. Restate the feedback and ask follow-up questions to gain clarity. C. Defend yourself on each point that is raised. D. Be sure that the feedback session is part of a formal process. Jane explains an idea that she has for improving emergency communications with the hearing impaired. Arnold tells Jane that he agrees that there is a need and likes her general concept then mentions a few concerns that he has about implementing it. Next he offers an idea and asks Jane's opinion of how it would mesh with her original purpose. This conversation is an example of: A. Agreement B. Trust-reducing behavior C. Constructive Disagreement D. Delegation Lack of __________ in emergency management can result in loss of public trust, property, or even lives. A. Leadership B. Power C. Vision D. Bureaucracy _______________ is, at its core, the ability to know the people. A. The Alliance Mindset B. Trust building C. Political savvy D. Personal influence To grow as a leader, you may need to do all of the following EXCEPT: A. Stop doing some things you’re good at and love to do, and instead delegate them to someone else to further that person’s professional development. B. Let go of behaviors and beliefs about leadership that are comfortable for you. C. Hold on to the things you enjoy doing and delegate the tasks you don't enjoy. D. Begin to rethink behaviors that haven’t served you well and consider how to change them. During times of change it is important for leaders to: A. Make sure that they put the right spin on the situation especially when things are going badly. B. Listen to and advocate for both organizational and individual needs. C. Discourage employees from expressing their misgivings. D. Explain the situation once then move on—don't dwell on it. Trust is a necessary element of all of the following EXCEPT: A. Leading your subordinates to work energetically toward meeting the organization’s goals. B. Steering clear of the media. C. Developing trusting relationships with other levels of the government hierarchy to ensure a coordinated response to the needs of the community in times of crisis. D. Working with other agencies in joint prevention, protection, preparedness, response, recovery, and mitigation efforts, including evaluation of hazards, planning, interagency exercises, and voluntary agreements. If you develop self-assessment as a habit, over time you will be able to see yourself with greater ____________________. A. Caring and compassion B. Knowledge and trust C. Truth and light D. Honesty and accuracy The ability to ________________ is a key leadership competency. A. Read others B. Talk to others C. Influence others D. Trust others Which of the following actions is likely to build trust? A. Attempting to evade responsibility for behavior. B. Attempting to control or dominate. C. Falsifying relevant information. D. Accepting personal responsibility for your actions Which of the following should you NOT do in your jurisdiction? A. Ensure communications interoperability and redundancy. B. Develop a plan for addressing volunteer needs after an emergency to help eliminate some of the potential problems that can occur during an emergency. C. Identify and type all resources according to established standards. D. Ensure that all personnel are trained properly for the job(s) they perform. Part of being an effective leader is all of the following EXCEPT: A. The ability to create an environment that discourages discovery. B. The ability to increase self-knowledge, balance inquiry and advocacy, and solicit authentic feedback. C. The ability to create an environment that encourages self-discovery. D. The testing of assumptions that may impede growth, change, and the development of a shared vision. Accepting credit for someone else's work is an example of: A. Political savvy. B. Trust-reducing behavior. C. Trust-inducing behavior. D. Facilitating change. In facilitating change a leader should: A. Avoid talking about the issues or problems that led to the change. B. Explain how the change relates to the overall organizational strategy. C. Wait to see the results of the change before making any changes to systems or policies. D. Get rid of people who disagree so they don't poison the atmosphere. The following are some questions you can use to gauge how worthy of trust your own behavior is EXCEPT: A. Is my behavior predictable or erratic? B. Do I communicate clearly or carelessly? C. Am I liked by the majority of the people I interact with? D. Do I keep my promises?

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IS 240.C Leadership and Influence Question Examples

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