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According to Lencioni (“Make Your Values Mean Something”), for a values statement to be authentic, it doesn’t have to sound like it belongs on a Hallmark card. Indeed, some of the most values-driven companies adhere to tough, if not downright controversial, values. 

According to Goleman (“Leadership That Gets Results”), emotional intelligence is not important or connected to effective leadership. 

According to Sugar (“When You’re Doubting Your Leadership – and Others Are, Too”), the author contends that you can become a perfect leader and eventually not make mistakes. 

According to Cuddy, Kohut, and Neffinger (“Connect, Then Lead”), there are three main reasons why warmth trumps strength. Which is not one of the reasons listed?

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 Heifetz and Laurie (“The Work of Leadership”), this step involves encouraging managers to tackle divisive issues instead of engaging in denial or blaming. 

According to Gallo in “Act Like A Leader Before You Are One”, when you take on problems that others aren’t willing to tackle or don’t even know exist, this is referred to as:

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 Ibarra and Hunter (“How Leaders Create and Use Networks”), this type of networking is focused on getting work done efficiently and maintaining the capacities and functions required of the group. 

According to Goffee and Jones (“Why Should Anyone Be Led By You?”), which one of the following is not a popular myth about leadership?