1. Welcome to the NJSACOP Command and Leadership Program Practical Testing Module. Please place your program in Slide Show Mode in order to begin. There is a navigation bar at the bottom of each page that will take you through the entire module. Simply place your cursor over the process you want to follow and left click from your mouse. To start your tour, left click on CONTENTS PAGE, located at the bottom right of this page. If you wish to end your tour now, simply left click on END. On behalf of the entire Command & Leadership Staff, we hope this Practical Tutorial, aids you in a complete grasp of the program concepts and process. CONTENTS PAGEEND

2. AREA I THE LEADERSHIP SYSTEM Lesson #5 Transformational Leadership Lesson #9 Path Goal Theory Lesson #8 Situational Leadership Lesson #4 Leader Member Exchange Lesson #3 Leadership as Interpersonal Influence TESTING CONTENTS: Simply place your cursor over the Chapter Number in Green and Left click to begin that chapter. If you wish to enter another Chapter or Area, simply hit the Escape Key, close this Chapter, and return to the main folder.

3. INSTRUCTIONS: Read the following brief situations and Pick which context associated with transformational leadership (if any) best matches the given situation. Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in working your way through the entire practice testing module. CHAPTER #5 Transformational Leadership TO THE QUESTIONSCONTENTS PAGEEND

4. Certain conditions or contexts are often associated with leader behaviors that are transformational. In the questions that follow, identify the context that may be ripe for transformational leadership. The possible conditions associated with transformational leadership are: A.Crisis, Change, and Instability B.Mediocrity C.Follower Disenchantment D.Future Opportunity E. Not a context for transformational leadership TO THE QUESTIONSCONTENTS PAGEEND

5. A. Crisis, Change, and InstabilityB. Mediocrity C. Follower Disenchantment Transformational Leadership Chapter #5 Part #1 Question #1 NEXT TESTCONTENTS PAGEEND D. Future Opportunity E. Not a context for transformational leadership You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months.

6. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE A. Crisis, Change, and Instability You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months. A. You could infer that this was a time of crisis and change, but the fact that the leader chose to be in this situation should clue you in to another choice.

7. NEXT TESTENDCONTENTS PAGE B. Mediocrity You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months. B. Nope, there was no evidence in the situation to suggest any mediocrity. Sure the Detectives were tired, but that doesn't mean that they were second rate. Even excellent Detectives get tired. The correct choice takes into consideration the fact that the Detectives were tired and did deserve a break. Transformational leadership could be used to overcome the Detectives self-interest enroute to a Unit goal. Keep trying. PLEASE TRY AGAIN

8. KEEP TRYINGNEXT TESTENDCONTENTS PAGE C. Follower Disenchantment You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months. C. The Detectives are in an uproar, but you as the leader did it. Follower disenchantment occurs when the subordinates are disillusioned with current conditions. The Detectives here aren't disillusioned, they're just mad that they can't get compensatory time. There is a better answer.

9. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE D. Future Opportunity You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months. D. Yes, the future opportunity of a O.C. Investigation sets the stage for transformational leadership. Somehow, the leader has to get the unit to set aside their self-interest for the present in pursuit of a platoon goal in the future.

10. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE E. Not a context for transformational leadership You are a Vice Unit Commander. Your Unit has just finished a three month wiretap and the Detectives are anxious for a little down time. You heard that the FBI now needed assistance with a major organized Crime Investigation and wiretap. Apparently the Gotti Organized Crime Family was about to go to war! You realized that the chances of getting in this type of investigation was once in a lifetime and quickly volunteered your unit. Now your unit was in an uproar over the loss of their long awaited compensatory time for being in the last investigation the past three months. E. Keep trying, there is definitely a context that is often associated with transformational leadership here.

11. A. Crisis, Change, and InstabilityB. Mediocrity C. Follower Disenchantment Transformational Leadership Chapter #5 Part #1 Question #2 NEXT TESTCONTENTS PAGEEND D. Future Opportunity E. Not a context for transformational leadership As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them.

12. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE A. Crisis, Change, and Instability As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them. A. Unless you are overly hyper, there is no crisis or instability here. Look for a better answer.

13. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE B. Mediocrity As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them. B. Yes, this is it. The Officers are only going through the motions of their work. There's nothing wrong with being average, but you want them to be excellent.

14. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE C. Follower Disenchantment As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them. C. You may be disenchanted, but the followers are not. Give it another try.

15. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE D. Future Opportunity As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them. D. You could see this as future opportunity, but that would be stretching it. There is a more obvious answer. Try again.

16. BETTER TRY AGAINNEXT TESTENDCONTENTS PAGE E. Not a context for transformational leadership As you looked over the results of the Annual General Inspection, you saw that your unit received a satisfactory rating. You had expected this. Your Officers knew their jobs and the chances of getting an unsatisfactory rating were slim. You wondered, however, how you could ever kick the unit up to the "outstanding" category. The inspectors had noted that the Officers had met the minimum standards. One inspector's comment caught your eye, however. She noted that overall, the unit did not exert any extra energy to go above the minimum standards. The troops seemed content to merely satisfy the inspectors watching them. E. C'mon, the supplemental reading is only three pages long! Maybe you better get off the computer and get back into the books.

17. A. Crisis, Change, and InstabilityB. Mediocrity C. Follower Disenchantment Transformational Leadership Chapter #5 Part #1 Question #3 NEXT TESTCONTENTS PAGEEND D. Future Opportunity E. Not a context for transformational leadership You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body.

18. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE A. Crisis, Change, and Instability You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body. A. Even though the squad Sergeant may have created a crisis for himself, the crisis context often associated with transformational leadership usually deals with a crisis the organization is involved in. Therefore, try again.

19. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE B. Mediocrity You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body. B.It doesn't appear that this squad leader is even pretending to go through the motions. The only thing mediocre here is your performance if you keep on choosing wrong answers like this one. Keep trying.

20. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE C. Follower Disenchantment You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body. C. This follower isn't disenchanted. He's downright insubordinate! Try again.

21. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE D. Future Opportunity You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body. D. Future opportunity usually requires the leader to get the followers to transcend self-interest in pursuit of a future goal. There isn't any future opportunity here, just a lot of self-interest.

22. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE E. Not a context for transformational leadership You were having trouble with one of your squad Sergeants. He had returned from a three day unexplained absence and was now standing in your office. When asked why he took off, he responded that he felt like getting away from the Department for a while. He snickered as he told you how he spent his 72 hours of what he called "unadulterated fun". He figured that since he is a valuable Sergeant, you would support him when he went in to the Division Commander concerning the absence. What made matters worse was the stale odor of alcohol emanating from his entire body. E. Right! This is not a context for transformational leadership. It's time for transactional leadership. Instead of trying to raise this guy's consciousness, it's time to lower the boom! Now don't get me wrong, I'm not advocating that you do this all the time. I'm just saying that the time is not appropriate for transformational leadership.

23. A. Crisis, Change, and InstabilityB. Mediocrity C. Follower Disenchantment Transformational Leadership Chapter #5 Part #1 Question #4 NEXT TESTCONTENTS PAGEEND D. Future Opportunity E. Not a context for transformational leadership You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next?

24. FIND ANOTHER ANSWERNEXT TESTENDCONTENTS PAGE A. Crisis, Change, and Instability You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next? A. Yes, you could say this is a crisis. The unit is undergoing a challenge to its values. There is also another correct answer.

25. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE B. Mediocrity You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next? B. No, there is no evidence of mediocrity here. Try again.

26. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE C. Follower Disenchantment You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next? C. Yes, the followers are clearly disillusioned. This may be the time for you to switch to transformational leadership to get things back on track. This is one of two answers.

27. KEEP TRYINGNEXT TESTENDCONTENTS PAGE D. Future Opportunity You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next? D.No, there is not much evidence of any future opportunity here. The troops just seem down after the suspension.

28. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE E. Not a context for transformational leadership You are a commander of the Patrol Division. Your executive officer had been suspended for falsifying an injury claim. The news of his suspension hit the officers in the Division especially hard since he was well liked in the unit. Hardest hit by the news were the platoon Sergeants. You could still see the shock in their faces as they showed up to work. Things weren't the same anymore. The troops felt cheated that one of their leaders had allowed himself to succumb to the temptation of fraud. Who would let them down next? E.You had better go back and read the supplemental reading. You're just guessing around.

29. TO THE QUESTIONSCONTENTS PAGEEND This part of the lesson will test your ability to analyze how a leader can use transformational leadership. Select which transformational leader behaviors (if any) are evident in the situation presented. A.Develop and communicate a vision B.Use unconventional strategies C.Communicate high expectation and confidence D.Show individualized concern E.Demonstrate self-sacrifice F. No transformational leader behaviors present

30. A. Develop and Communicate a VisionB. Use Unconventional Strategies C. Communicate High Expectation and Confidence Transformational Leadership Chapter #5Part #2 Question #1 NEXT TESTCONTENTS PAGEEND D. Show Individualized Concern E. Demonstrate Self-SacrificeF. No Transformational Leader Behaviors Present "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting."

31. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE A. Develop and Communicate a Vision "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." A. Sure a vision may have been developed by the Lieutenant, and you could even stretch it by saying that she was communicating it here. But a better answer exists. Try again.

32. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE B. Use Unconventional Strategies "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." B.Yes, this was an unconventional strategy of learning everyone's first names before meeting them. This unconventional strategy also reflects another correct answer. Did you already choose it? If not, go for it.

33. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE C. Communicate High Expectation and Confidence "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." C. The only confidence shown was the Lieutenant's reliance on her memory. Read the lesson again and try again.

34. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE D. Show Individualized Concern "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." D.Yes, individualized concern makes the followers feel special and adds to the process of changing attitudes, not just behaviors. Nice job. This is only one out of two possible correct answers. Keep Going.

35. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE E. Demonstrate Self-Sacrifice "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." E. No, not much here to support self-sacrifice. You could stretch the theory and maintain that the leader is sacrificing her time. But focus on what she is doing here. A better answer exists. Try again.

36. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE F. No Transformational Leader Behaviors Present "When we first met our new Lieutenant, she got all of us Sergeants into the rollcall room. As we were filing into the room, she shook each of our hands and called us by our first names. I couldn't believe it because we had never met her before and most of us didn't have name tags on. It really set the tone for our first meeting." F. There is definitely transformational leader behavior being exhibited in this situation. Try again.

37. A. Develop and Communicate a VisionB. Use Unconventional Strategies C. Communicate High Expectation and Confidence Transformational Leadership Chapter #5Part #2 Question #2 NEXT TESTCONTENTS PAGEEND D. Show Individualized Concern E. Demonstrate Self-SacrificeF. No Transformational Leader Behaviors Present You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.?

38. YOU GOT ITNEXT TESTENDCONTENTS PAGE A. Develop and Communicate a Vision You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? A. Yes, the vision here was the realization that the Officers were protecting the citizens, not only patrolling. Visions deal with values, not just objectives. Nice job.

39. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE B. Use Unconventional Strategies You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? B. You could say that you used an unconventional strategy in this situation, but you are missing a much more obvious and important strategy. Give it another try.

40. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE C. Communicate High Expectation and Confidence You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? C. There was no mention of expressing any confidence in the followers. The strategy here deals with the patrol mission. Try again.

41. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE D. Show Individualized Concern You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? D. No, no evidence here of showing individualized concern. It looks like you are guessing. Have you read the lesson yet?

42. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE E. Demonstrate Self-Sacrifice You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? E. No self-sacrifice is evident here. Are you guessing? Try again.

43. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE F. No Transformational Leader Behaviors Present You were a squad leader. Your officers, like many of the patrol units throughout the Department, spent much of its time patrolling. You told your Officers, however, that their mission was not just patrolling. It wasn't even to serve only as a deterrence to the Crime. Instead, you emphasized, and your officers understood, that their mission was to protect the citizens.? F.There certainly is some evidence for transformational leadership here. Try again.

44. A. Develop and Communicate a VisionB. Use Unconventional Strategies C. Communicate High Expectation and Confidence Transformational Leadership Chapter #5Part #2 Question #3 NEXT TESTCONTENTS PAGEEND D. Show Individualized Concern E. Demonstrate Self-SacrificeF. No Transformational Leader Behaviors Present With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects".

45. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE A. Develop and Communicate a Vision With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects". A. Yes, you are communicating the "protecting citizens" vision here. How are you doing it though? Look for a more specific answer.

46. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE B. Use Unconventional Strategies With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects". B.Yes, you are communicating the vision through unconventional strategies. These strategies help to reinforce the vision. There is another correct answer.

47. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE C. Communicate High Expectation and Confidence With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects". C.No, no evidence of that here. Did you press the wrong key by mistake?

48. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE D. Show Individualized Concern With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects". D. No, nothing about treating people individually here.

49. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE E. Demonstrate Self-Sacrifice With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects". E. No, no evidence of self-sacrifice in this situation. Maybe others have shown sacrifice, but not the leader in this situation.

50. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE F. No Transformational Leader Behaviors Present F. This transformational leader behavior in this one is pretty obvious. Maybe you should hit the books again. With the vision of "protecting citizens" in mind, you have taken your officers on a walk through of the highest crime housing project in the city. You showed them the infamous site where several small children were shot to death while on the playground. You reviewed the incidents in the past few years where fighting had erupted between gang members. They watched tapes of decent families who described their way of life and why they wanted to move out of the "Projects".

51. A. Develop and Communicate a VisionB. Use Unconventional Strategies C. Communicate High Expectation and Confidence Transformational Leadership Chapter #5Part #2 Question #4 NEXT TESTCONTENTS PAGEEND D. Show Individualized Concern E. Demonstrate Self-SacrificeF. No Transformational Leader Behaviors Present "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid."

52. BACK TO THIS QUESTIONNEXT TESTENDCONTENTS PAGE A. Develop and Communicate a Vision "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." A. You can infer that there is a vision here, although there is much more evidence for a better answer. You probably have noticed by now that most of the transformational leader behaviors can be seen as specific ways of communicating a vision. Choose a better answer.

53. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE B. Use Unconventional Strategies "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." B.Not much support here for this answer. Read it again and make another choice.

54. TRY ANOTHER ANSWERNEXT TESTENDCONTENTS PAGE C. Communicate High Expectation and Confidence "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." C. Yes, the squad leader believed in them when nobody else would. This is only one out of two leader behaviors evident in this situation.

55. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE D. Show Individualized Concern "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." D.Look over the situation again. Nothing here to support a choice of individualized concern.

56. TRY ANOTHER ANSWERNEXT TESTENDCONTENTS PAGE E. Demonstrate Self-Sacrifice "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." E. Yes, she is setting herself up for ridicule by her peers and she also sacrificed her free time. All because she honestly believes in her officers. And that leads to the other possible answer. Did you already find it? If not, look for the other answer.

57. PLEASE TRY AGAINNEXT TESTENDCONTENTS PAGE F. No Transformational Leader Behaviors Present "I'll back the Captain any day! The Sergeant said she went and told the Deputy Chief that, even though our squad was short five people, she still wanted our squad to assist in the big drug raid. Everyone else had written us off, but not her! She's taken a lot of flak about it though. The other leaders make fun of her and say that she's trying to make a name for herself. They don't know that she spent the last four weekends getting us ready for the raid." F. If you have gotten this far and still can't recognize leader behaviors that are transformational, then you need to open the course guide and start reading!

58. Chapter #5 Transformational Leadership Practical Exercise Part 3 INSTRUCTIONS: In this part of the practical exercise you will be given a short case study with which to practice the lesson goal. You will need pencil and paper for this part. After reading the case, you will need to apply the lesson goal. Use the tool bar at the bottom of the pages to scroll back to the case study as needed. With your pencil and paper write down the: Areas of Interest The Analyze step The Explain step, And the Select step Good luck. Remember, you get out of this what you put into it, so give it a good effort. It is important to understand how to apply the lesson goal to an actual case. READ THE CASE STUDYCONTENTS PAGEEND

59. Transformational Leadership Chapter #5 Part #3 Question #1 A. O. I.sCONTENTS PAGEEND You were really looking forward to being an Academy Staff Sergeant. Thinking back, you had enjoyed your recruit days at the Academy. Your Academy class worked well together and had a great time too. Your Academy Sergeant pushed you to work hard and the Academy experience was a successful one. You were hoping to do the same for your newly assigned recruits. The outgoing Academy Staff Sergeant spent about three minutes briefing you. He couldn't wait to get out of there and start his terminal leave. These recruits have been in basic training for six weeks now..."he said “The bottom line for doing well was "...to make sure everyone is at the right place at the right time in their proper uniform. If you write up your first couple of offenders, you won't have any more problems.” You decided to talk to some of the members of the recruit class in order to get an idea of how the session was going so far. The cafeteria/break room was like a ghost town. You finally found a recruit and asked him where everyone was. He really didn't know. He told you that everyone pretty much kept to themselves, and as soon as all of the scheduled training is over, everyone tried to get away from here. When you asked him how he was enjoying the “best time of his police career”, his response was less than enthusiastic. During Officer Survival training, 50% of the recruits were "killed"---the worst record in Academy history. He said, “Nobody's into this, we just do what we have to do and count the days until this Academy is over.” As you leave you realize you better do something because this certainly wasn't how you wanted to spend the rest of this academy session.

60. Write down a list of your AREAS OF INTEREST. When you are finished. Left click on A.O.I.s. A. O. I.sCONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5 Part #3 Question #1

61. The following is a short list of AOI's. 1. The recruits leave as soon as the day's training is over and the break room is a ghost town. 2. At least one of your recruits was less than enthusiastic about the training at the Academy. 3. 50% of the platoon failed Officer Survival--the worst in the academy history. 4. Nobody is into the training and they just do what they have to do. 5. The recruits are counting the days left at the Academy. LEFT CLICK ON ANALYZE WHEN YOU ARE READY TO MOVE TO THE NEXT STEP. ANALYZECONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5Part #3 Question #1

62. Using the course guide, write down an ANALYZE step. When you are finished. Left click on ANALYZE. ANALYZECONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5Part #3 Question #1

63. 1. There is follower disenchantment in this situation as seen in the lack of enthusiasm for the training and the fact that they are counting the days until the Academy is over. There is mediocrity as seen by their less than outstanding performance on Officer Survival. 2. You have just arrived and have not had a chance to use any transformational leader behaviors. There is no evidence that the outgoing Sergeant used any transformational leader behaviors. 3. Currently, the recruit's outcome is compliance. They are just doing what they need to do to get by. Also, the first sergeant was able to get compliance by writing up a few offenders for not being in the right place at the right time in the right uniform. LEFT CLICK ON EXPLAIN WHEN YOU ARE READY TO MOVE TO THE NEXT STEP. EXPLAINCONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5 Part #3 Question #1

64. Write down an EXPLAIN step based on the lesson goal in the course guide. When you are finished. Left click on EXPLAIN. EXPLAINCONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5 Part #3 Question #1

65. The lack of transformational leadership within the recruit class has led to compliance. This explains why nobody is into the training and just does what they have to do to get by (AOI 4). And why they all leave as soon as the training day is over and the breakroom is a ghost town (AOI 1). LEFT CLICK ON SELECT WHEN YOU ARE READY TO MOVE TO THE NEXT STEP. SELECTCONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5 Part #3 Question #1

66. Write down the correct SELECT step for this case. When you are finished. Left click on SELECT. SELECTCONTENTS PAGEENDREAD THE CASE STUDY Transformational Leadership Chapter #5Part #3 Question #1

67. ENDYOU HAVE NOW COMPLETED CHAPTER #5. Transformational Leadership Chapter #5 Part #3 Question #1 A good select step for this case must: Develop and communicate a vision. It also must have one or more of the following: use unconventional strategies; communicate high expectations and confidence; show individualized concern; demonstrate self sacrifice.

68. Welcome to the END of the Practice Exam for Chapter #5. If you wish to discontinue your work until another time, simply hit the Escape Key on your keyboard then end the Program. If you wish to continue, click on the CONTENTS PAGE at the bottom right of your screen and pick another chapter to work on. CONTENTS PAGE