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UD Psychology > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

What do great leaders capitalize on?

a. Self-discipline
b. Authority
c. Strengths
d. Talents

A

c. Strengths

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2
Q

Great leaders who know their key signature strengths are ______.

a. Strong
b. Strength-based leaders
c. Self-disciplined
d. Successful

A

c. self-disciplined

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3
Q

When do we forfeit the opportunity to be a winner?

a. Fixate on our shortcomings
b. Focus on our strengths
c. Delegate decisions
d. Lack conventional wisdom

A

a. Fixate on our shortcomings

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4
Q

What do we devote more time to?

a. Weaknesses
b. Strengths
c. Shortcomings
d. Decision making

A

c. Shortcomings

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5
Q

What’s a myth that impeded and confused someone’s effort to be a strength-based leader?

a. College-educated people are unable to do police work.
b. Your team needs you to put aside your individual strengths
c. We become more like ourselves
d. Women cannot perform patrol duties

A

b. Your team needs you to put aside your individual strengths

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6
Q

Which myth is most common?

a. As we grow, we change
b. College-educated people are unable to do police work
c. Your team needs you to put aside your individual strengths
d. We grow the most in areas where we’re most weak

A

c. Your team needs you to put aside your individual strengths

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7
Q

When does the entire team benefit?

a. When we become more like ourselves
b. By investing time and energy in our signature strengths
c. When we rely on our key strengths
d. When we know our own strengths

A

d. When we know our own strengths

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8
Q

What is the best definition of a leadership strength?

a. Authority to make a decision
b. Delegating the right to make a decision
c. An activity that makes you feel strong
d. Becoming more like our self

A

c. An activity that makes you feel strong

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9
Q

As a supervisor, what can you do to be a leader?

a. Recognize your shortcomings
b. Identify your strengths
c. Work hard and study
d. Know your strengths

A

b. Identify your strengths

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10
Q

As a police leader, what can you do to be a supervisor?

a. Recognize your shortcomings
b. Identify your strengths
c. Work hard and study
d. Know your strengths

A

c. Work hard and study

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11
Q

What is leading about?

a. Deployment
b. People
c. Costs
d. Physical resources

A

b. People

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12
Q

Being an effective boss requires competence in what?

a. People
b. Things
c. People and things
d. Signature strengths

A

c. People and things

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13
Q

The capacity to command is ______.

a. Supervision
b. Leadership
c. Required
d. Optional

A

b. Leadership

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14
Q

Which of the following applies to leadership?

a. Authority
b. Positional
c. Things
d. People

A

d. People

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15
Q

Who can exert leadership?

a. Supervisor
b. Someone in authority
c. Your command
d. Anyone

A

d. Anyone

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16
Q

The _______ builds teams, empowers others, emphasizes purposes, and listens. If the ______ is performing all of these functions and is a police supervisor, you are witnessing a supervisor/leader.

a. supervisor/supervisor
b. supervisor/leader
c. leader/leader
d. Leader/supervisor

A

c. leader/leader

17
Q

The right to command is _____.

a. Supervision
c. Leadership
d. Required
c. Optional

A

a. Supervision

18
Q

A supervisor is respected and followed by exercising their right with what?

a. Fear
b. Coercion
c. Strength
d. Care

A

d. Care

19
Q

A supervisor is feared and avoided by exercising their right with what?

a. Fairness
b. Wisdom
c. Coercion
d. Unjust decisions

A

c. Coercion

20
Q

What must be blended for a supervisor to become a leader?

Training and experience

Fairness and wisdom

Experience and power

Authority and power

A

Authority and power

21
Q

What is enlightenment?

Self-awareness

Self-discipline

Intuition

Absolute power

A

Self-awareness

22
Q

What is the crux of Drs. Drucker and Clifton’s message?

You get things by leading with your intuition and not your heart

You get things by making snap decisions and not by procrastinating

You get things by leading with your strengths and not your weaknesses

You get things by taking time with your decisions and not by snap decisions

A

You get things by leading with your strengths and not your weaknesses

23
Q

Which two doctors are in the strength-based leadership field?

Dr Drucker and Dr Rath

Dr Drucker and Dr Clifton

Dr Rath and Dr Clifton

Dr Rath and Dr Buckingham

A

Dr Rath and Dr Buckingham

24
Q

Who is the doctor in positive psychology?

Dr Rath

Dr Buckingham

Dr Seligman

Dr Goleman

A

Dr Seligman

25
Q

Who is the doctor in emotional intelligence?

Dr Rath

Dr Clifton

Dr Seligman

Dr Goleman

A

Dr Goleman

26
Q

In the survey conducted by Gallup, how many people “strongly agree” that employee engagement is positive and productive at work?

One-third

One-quarter

One-half

Two-thirds

A

One-third

27
Q

People are how many times more likely to be engaged in their jobs if they focus on strengths?

Two

Three

Four

Six

A

Six

28
Q

What are the chances of you being actively disengaged if your boss ignores you?

50%

40%

22%

5%

A

40%

29
Q

What are the chances of you being actively disengaged if your boss focuses on your weakness?

40%

22%

12%

1%

A

22%

30
Q

What are the chances of you being actively disengaged if your boss focuses on your strengths?

85%

40%

12%

1%

A

1%

31
Q

The answer to human development is actually building on the ______ we already possess?

Signature strengths

Authority

Strengths

Power

A

Strengths

32
Q

At what age do our basic talents remain stable?

Before age 3

At age 3

After age 3

None of the above

A

After age 3

33
Q

How do we turn our top talents into our signature strengths?

Practice and hard work

Training and experience

Trial and error

Identifying and recognizing

A

Practice and hard work

34
Q

A natural way of thinking, feeling, or behaving is the definition of _________.

Talent

Investment

Strength

Intuition

A

Talent

35
Q

The time spent developing your skills and knowledge is the definition of________.

Intuition

Talent

Investment

Strength

A

Investment

36
Q

The ability to consistently provide near perfect performance is the definition of ______.

Confidence

Character

Strength

Talent

A

Strength

37
Q

How can you avoid major mistakes?

By using time

By simply being aware of a lesser talent

By simply being aware of your shortcomings

By recognizing your weaknesses

A

By simply being aware of a lesser talent

38
Q

Why is excessing a strength even more dangerous?

Often you’re unaware it’s happening

You fail to request assistance

You fail to delegate

You fail to identify your basic talents

A

Often you’re unaware it’s happening

UD Psychology (44 decks)

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