The study guide to IS 240.b Leadership and Influence. It contains comprehensive course notes and correct FEMA IS 240.B answers located within the document. If you want a discount you can always scroll down to the bottom of the page and use the social share option. Example Questions are posted below but are not always an exhaustive list, guide can contain alternate questions within the course. Once again, correct course notes and the exhaustive list of FEMA IS 240.B test answers are included in the purchase. You may also be interested in our FEMA IS 241.B Answers Guide.

Course Overview Being able to lead others—to motivate them and commit their energies and expertise to achieving the shared mission and goals of the emergency management system—is a necessary and vital part of every emergency manager’s, planner’s, and responder’s job. The goal of this course is to improve your leadership and influence skills. To that end, this course addresses: Leadership from within.

How to facilitate change.

How to build and rebuild trust.

Using personal influence and political savvy.

Fostering an environment for leadership development. Course Objectives: At the completion of this course, participants should be able to: Explain what leadership means for emergency personnel.

Explain why effective leadership begins with personal insight and development.

Identify your leadership capabilities and areas for personal development.

Describe a change management model and the process for planning, communicating, and implementing change.

Describe how to build and rebuild trust in an organization.

Use personal influence and develop political savvy to network and influence people effectively.

Develop strategies for creating a positive work environment that fosters leadership and a commitment to continuous improvement in others. From IS 240.b Leadership and Influence

Example FEMA IS 240.B Questions & Answers

A climate of trust is enhanced when leaders:

A. Use domineering influence.

Answer: Acknowledge when there has been a previous breach of trust.

C. Micromanage.

D. Adopt a win/lose mentality.

Accepting credit for someone else’s work is an example of:

Answer: Trust-reducing behavior.

B. Trust-inducing behavior.

C. Facilitating change.

D. Political savvy.

When soliciting authentic feedback as a means of increasing self-knowledge, you should:

A. Be sure that the feedback session is part of a formal process.

B. Defend yourself on each point that is raised.

C. Avoid making suggested changes for the first year.

D. Restate the feedback and ask follow-up questions.

During the advocacy phase of a discussion, you should:

A. Adopt a win/lose mindset to better control the discussion.

B. “Sell” your idea or position.

C. Set discussion ground rules based on role and status.

D. Challenge others’ ideas to generate debate.

Coaching is convincing people of their own ability to do the job.

A. TRUE

B. FALSE

A likely outcome of increased self-knowledge is:

A. Ability to compensate for your weaknesses.

B. Vulnerability to self-doubt.

C. Greater understanding of your intentions by those you lead.

D. Greater dependence on external sources of power.

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 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.

Fostering a leadership environment involves all of the following EXCEPT:

A. Coaching

B. Building a shared vision

C. Empowering

D. Domineering

Seeing people who resist you as adversaries is part of an alliance mindset.

A. TRUE

B. FALSE

Your ability to influence others is also enhanced by effective ______________ skills.

A. Dominance

B. Response

C. Communication

D. Classification

People are more likely to “buy in” to an organization’s strategy if:

A. They participate in defining their role in the strategy.

B. Compliance is mandated.

C. The strategy is presented to them by the head of the organization.

D. The leaders tell them it’s a good thing.

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. Telling them that it is your way or not at all.

D. Encouraging someone else to assume the leadership role in the group.

Which of the following actions is likely to reduce trust?

A. Provide coaching whenever you see an employee in need of help.

B. Be willing to be wrong.

C. Cut off new ideas if they differ from yours.

D. Develop systems for staff to evaluate supervisors and managers.

Acknowledging a mistake publicly is:

A. An example of career suicide.

B. A sign of a weak leader.

C. One way to restore trust.

D. A last resort when you can’t put a better spin on it.

Leadership involves providing ______, direction, coordination, and motivation toward achieving emergency management goals.

A. Vision

B. Power

C. Bureaucracy

D. Dominance

Effective delegation involves:

A. Guaranteeing all employees have a chance to do the same task.

B. Identifying the appropriate person for the task.

C. Determining that all credit goes to the team leader.

D. Ensuring all tasks are equally distributed.

Which of the following is a characteristic of the Leader paradigm?

A. Handles opposition primarily through compromise.

B. Is motivated primarily by self-preservation.

C. Perceives senior management as providing vision and direction.

D. Derives power primarily from his or her own position and grade

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. Constructive Disagreement

B. Agreement

C. Trust-reducing behavior

D. Delegation

Someone working out of the Leader paradigm is likely to:

A. Keep a lid on the situation by controlling open discussion.

B. Listen to others and advocate their own position.

C. Point out that individual needs are not a vital concern at this time.

D. Stay “invisible” so people can work through their fears.

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