The
following are behaviors and attitudes of leaders who are generally trusted by
their group members and other constituents. After you read each characteristic
check whether this is a behavior or attitude that you appear to have developed
already or does not fit you at present.
| |
|
Fits
Me |
Does Not
Fit Me |
| 1. |
Tells
people he or she is going to do something, and then always follows through and
gets it done |
|
|
| 2. |
Described
by others as being reliable |
|
|
| 3. |
Good
at keeping secrets and confidences |
|
|
| 4. |
Tells
the truth consistently |
|
|
| 5. |
Minimizes
telling people what they want to hear |
|
|
| 6. |
Described
by others as "walking the talk" |
|
|
| 7. |
Delivers
consistent messages to others in terms of matching words and deeds |
|
|
| 8. |
Does
what he or she expects others to do |
|
|
| 9. |
Minimizes
hypocrisy by not engaging in activities he or she tells others are wrong |
|
|
| 10. |
Readily
accepts feedback on behavior from others |
|
|
| 11. |
Maintains
eye contact with people when talking to them |
|
|
| 12. |
Appears
relaxed and confident when explaining his or her side of a story |
|
|
| 13. |
Individualizes
compliments to others rather than saying something like "You look great"
to a large number of people |
|
|
| 14. |
Doesn't
expect lavish perks for himself or herself while expecting others to go on an
austerity diet |
|
|
| 15. |
Does
not tell others a crisis is pending (when it isn't) just to gain their cooperation |
|
|
| 16. |
Collaborates
with others to make creative decisions |
|
|
| 17. |
Communicates
information to people at all organizational levels |
|
|
| 18. |
Readily
shares financial information with others |
|
|
| 19. |
Listens
to people and then acts on many of their suggestions |
|
|
| 20. |
Generally
engages in predictable behavior |
|
|
Scoring:
These statements are mostly for self-reflection, so no specific scoring key exists.
However, the more of the preceding statements that fit you, the more trustworthy
you are-assuming you are answering truthfully. The usefulness of this self-quiz
increases if somebody who knows you well answers it for you to supplement your
self-perceptions.
- DuBrin, Andrew J. The Complete Idiot's Guide to Leadership,
Alpha Books: Indianapolis, 2000 .
=================================
Personal
Reflection Exercise #3
The preceding section contained information
about borderline attitudes and behaviors of a good leader. Write three case study
examples regarding how you might use the content of this section in your practice.
Peer-Reviewed Journal Article References:
Falender, C. A. (2018). Clinical supervision—the missing ingredient. American Psychologist, 73(9), 1240–1250.
Graham, K. A., Dust, S. B., & Ziegert, J. C. (2018). Supervisor-employee power distance incompatibility, gender similarity, and relationship conflict: A test of interpersonal interaction theory. Journal of Applied Psychology, 103(3), 334–346.
Livne, Y., & Rashkovits, S. (2018). Psychological empowerment and burnout: Different patterns of relationship with three types of job demands. International Journal of Stress Management, 25(1), 96–108.
QUESTION
10
What are three behaviors of a trustworthy clinical supervisor? Record
the letter of the correct answer the
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