Q 1. Which one of these is NOT a foundational skill and attribute that leaders should aim to develop:

1. Building credibility and trust with followers
2. Clear, effective Communication
3. Active Listening
4. Assertiveness
5. Conducting meetings effectively
6. Negotiating a salary increase
7. Effective stress management
8. Problem solving

Q 2.Which one of these is NOT an advanced skill and attribute that leaders should aim to develop:

1. Setting clear, well-planned goals
2. Providing constructive feedback to others
3. Selecting and promoting new team leaders
4. Building high-performance team
5. Delegating tasks and roles
6. Providing coaching or mentoring

Q 3.Which one of these is NOT an outcome that good coaches aim to achieve by assisting a new team leader or supervisor:

1. Orchestrate rather than dictate each follower's development
2. Help followers to clarify their career goals
3. Identify and prioritize each follower's development needs
4. Make each follower to stick to their development plans
5. Determine a course of learning or training that each follower must complete
6. Have well-developed skills to analyse where a follower is positioned, along the coaching process or 'journey', and intervene whenever necessary or appropriate to keep them on the right path

Q 4. Coaching and mentoring are the same thing. True or False?

Q 5. If or when unethical practices happen in a business, some of the initial focus areas to investigate are the principles and standards of the leadership. True or False?

Q 6.Credibilityis the ability to build trust with followers and gain their respect, loyalty and commitment. True or False?

Q 7. Personal rewards, job satisfactionand employee retention are important leadership strategies that contribute to productive and efficient organisational cultures. True or False?

Q 9. Which one of these is NOT a correct statement:

Best leadersare those who:

1. recognize that situational and follower factors can either restrict or enable a successfulchange process
2. develop a change strategy without consulting others, to protect their company's competitive advantage
3. create or 'paint' a compelling vision of the future that followers and customers can believe in and support
4. formulate and execute a plan that moves their vision and goals from dreams to reality

Q 9. Which one of these options is NOT a wise conflict resolution strategy for leaders:

1. Aim to work towards a resolution by looking at longer-term goals rather than short-term goals
2. Seek win-win outcomes that try to satisfy both sides' needs and their continuing interests
3. Accommodation: give in to another's concerns without making any effort to achieve one's own aims or protect one's interests
4. Sharing: both parties must choose to give up something, in order to gain something more important
5. Collaboration: make an effort to fully satisfy both parties

Q 10. Avoidance and denialare markers of the 'dark side' of poor leadership or managerial incompetence. Which of the following statements are also ways that 'dark side' leaders may behave badly:

1. Displacement of responsibility:violating personal moral standards by attributingresponsibility to others i.e. 'shifting the blame'
2. Advantageous comparison:avoiding self-contempt for bad behaviour by comparing it to worse behavior by others e.g."If you guys think I'm bad, just look at what our competitors are doing!
3. Disregard or distortion of consequences: minimizing the actual harm caused by one's behavior
4. Humanising the situation: explaining to others that making mistakes is important to the learning process
5. Blaming others:Justifying one's immoral behaviour by claiming it was caused by someone else's actions