According to Goffee and Jones (“Why Should Anyone Be Led By You?”), in the step of revealing your weaknesses, you need to hone your ability to collect and interpret subtle and interpersonal cues, detecting what’s going on without others spelling it out. 

According to Ibarra and Hunter (“How Leaders Create and Use Networks”), as a manager moves into a leadership role, their network must reorient itself externally and toward the future. 

According to Goffee and Jones (“Why Should Anyone Be Led By You?”), practicing tough empathy means giving people not necessarily what they want, but what they need to achieve their best. 

According to Collins and Porras (“Building Your Company’s Vision”), there are two key components of a company’s core ideology. What are these two components?

According to Cuddy, Kohut, and Neffinger (“Connect, Then Lead”), by first focusing on displaying warmth and then blending in demonstrations of competence, leaders will find a clearer path to influence. 

According to Ibarra and Hunter (“How Leaders Create and Use Networks”), during this step, you create reasons for interacting with people outside your function or organization.

According to Heifetz and Laurie (“The Work of Leadership”), which one of the following is not one of the adaptive work calls for leadership?

Based on Keltner’s article (“Don’t Let Power Corrupt You”), the first step in managing yourself is developing greater ____________

In Lencioni’s article “Make Your Values Mean Something”, these are the types of values that reflect the minimum social and behavioral standards required of any employee.

According to Goffee and Jones (“Why Should Anyone Be Led By You?”), you should not capitalize on what is unique about you as this signals you are different and people don’t like different.