Leadership & Executive Development Flashcards
7 cards from real CBC practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Leadership & Executive Development flashcards as text
A CEO client tells their coach they avoid difficult conversations with a long-tenured underperformer. What underlying leadership gap should the coach explore?
Answer: The leader's relationship to conflict and courageous communication
Avoidance of difficult conversations typically stems from the leader's own discomfort with conflict, which coaching can surface and address.
Which concept describes a leader's belief in their ability to successfully execute leadership tasks, which coaches often strengthen through small early wins?
Answer: Self-efficacy
Self-efficacy, from Bandura's work, is task-specific confidence that grows through mastery experiences such as small early wins.
An executive coach observes that a leadership team avoids debate and quickly agrees with the CEO in meetings. This dynamic most likely indicates which risk?
Answer: Groupthink suppressing candid dissent and quality decision-making
Rapid unanimous agreement with a dominant leader is a classic symptom of groupthink, which degrades decision quality.
When coaching an executive on delegation, which task should the coach suggest the leader retain rather than delegate?
Answer: Setting the strategic vision and direction for the organization
Vision-setting is a core, non-delegable leadership responsibility, while routine and preparatory tasks are prime candidates for delegation.
A coach's executive client scores high on drive but low on empathy in an assessment. Which development risk is most associated with this profile?
Answer: Derailment through damaged relationships and inability to build followership
Research on executive derailment shows that interpersonal insensitivity is a leading cause of failure in otherwise driven leaders.
Which practice best helps an executive client build psychological safety within their leadership team?
Answer: Modeling vulnerability by openly acknowledging their own mistakes and inviting dissent
Amy Edmondson's research shows leaders create psychological safety by modeling fallibility and actively inviting input and dissent.
An executive preparing for succession asks their coach how to develop a successor. What is the most effective first step?
Answer: Defining the future capabilities the role will require, then assessing candidates against them
Effective succession planning starts with future-focused role requirements rather than tenure or replicating the incumbent.