The ASTD Learning System is the complete, self-directed learning resource for individuals.
As the Learning System has been revised many times, ASTD has become aware of several errors within the text of the different modules. Below is a list of these errors and their corrections for you to reference at your convenience. If you find any other errors that are not on this list that you would like to report, please email email@example.com and we will add them to the list.
Please note that the ASTD Learning System Knowledge Check questions are intended as reading comprehension and study aids only, and do not in any way reflect or "teach to" actual CPLP exam questions.
The ASTD Learning System was recently updated with Social Media Content.
Page 27 and 129 Question 3 should be reworded to read:
"3. A WLP Professional is looking for a technology-based solution where employees of the organization with common areas of expertise and interests can join an Internet group of professionals that will allow them to post questions, increase their knowledge, create new insights, enhance performance in a particular area of expertise and serve as an informal knowledge base. Which of the following is the most appropriate technology to meet this need? "
Page 28 and 129, Question 6 should be reworded to read:
"A WLP professional is developing a business case for delivering training for an international system deployment for sales professionals by using asynchronous e-learning. When describing the rationale for using technology- based learning versus traditional classroom instruction, one benefit he/she could NOT list is"
Bierema (2002) suggests that with the changing dynamics of the U.S. workforce, organizations
and educators must respond to these changes by adopting a new workplace
androgogy that links the individual and context, reconceptualizes workplace development
as a lifelong process, formulates socioculturally sensitive policy, provides equal
opportunity development, acts to foster change, and adopts diversity and multiculturalism
programs with a critical eye and a cautious heart.
Appendix B Answer Key:
Page 130—Chapter 7 should be Chapter 6
Page 131—Chapter 9 should be Chapter 8
Page 133—Chapter 10 should be Chapter 9
Page 134—Chapter 11 should be Chapter 10
Page 32, Question 1, answer 'c':
Replace "it objectives and capabilities" with "actual performance."
Page 34, Q13, answer 'd':
Should read 'human resource forecasting' not 'external analysis.'
Page iii, in the Table of Contents:
Chapter 5 is titled "Organizational Systems and Culture" and it should say "Systems, Culture, and Leadership in an Organizational System"
Page 92, Chapter 5, Question 4:
Change answer choice D. from "Situational" to "Contingency"
Page 93, Chapter 5, Question 5:
Change answer choice D. from "Path-Goal Model" to "Theory Y"
Page 93, Chapter 5, Question 8:
Change answer choice C. from "Transactional" to "Group." The answer, on page 179 should be read: "C. Group
Response C is correct because Group Theory does not describe a leadership model, and the group approach to leadership is the process by which an individual takes initiative to assist a group to move towards goal achievement in a given situation, and therefore does not show a strong demarcation between leadership and management."
Page 95, Chapter 5, Question 14:
Change answer choice A. from "Flat" to "Tribal"
Page 95 and 179, Chapter 5, Question 13:
Should be deleted and removed
Page 167, Question 7, answer 'A':
Should read: "provide thorough examples" not "amiable."
Answers B, C, and D are also incorrect and should be replaced with an action having to do with the personal social styles listed but not the styles themselves. Possible replacements include:
B: Be specific
C. Be brief
D. Make your point quickly
Page 179, Question 12:
The correct answer is A: Hierarchical
Page 60, Question 6:
The letter "a" between "of" and "learning" should be deleted
Page 78 and 185, Question 11:
The word "is" between "cost" and "Identified" should be deleted.
Page 193, Appendix B Answer Key:
There are answers listed for a Chapter 16, but there is no Chapter 16 included in the book. These answers should be deleted, because the information from what was previously Chapter 16, "Emerging Learning Technologies" has now been included in updated Chapter 4 "Learning Technologies."
If there is text below the table on page 47, it is repeated on the top of page 48. The text below the table should be deleted. The text that, if repeated, should be deleted reads:
"This list of leadership competencies and skills is not exhaustive, but keep in mind that leadership development should not be guided by generic leadership competencies. A one-size-fits-all competency model won't necessarily develop leaders uniformly without taking into account the specific business goals of the organization. Competencies should identify the capabilities that leaders need to achieve the organization's business goals. In his article 'Methodology: Do You Need An Executive Coach,' Paul Michelman notes, 'Ideally coaching is a three-way partnership between the executive, the'"
Page 47: If your Leading People Competencies and Development Techniques table doesn't have a "Mastering Oral and Written Communications" competency, that row should be added and it should read:
"Competency: Mastering oral and written communications
Description: Makes clear and convincing oral presentations to individuals or groups. Listens effectively and clarifies information as needed. Facilitates an open exchange of ideas and fosters an atmosphere of open communication. Organizes ideas in a clear, logical flow that can be followed easily by the audience. Maintains eye contact with all members/areas of the audience, unless cultural norms dictate not maintaining eye contact in individual communications. Expresses facts and ideas in writing in a clear, convincing, and organized manner. Uses appropriate writing style and tailors writing to effectively reach the intended audience. Uses graphics and other aids to clarify complex or technical information. Demonstrates a willingness to share ideas and perspectives and encourages others to do the same.
Technique to Develop this Competency:
- Join a Toastmasters Group.
- Volunteer to chair or facilitate meetings or lead workgroup discussions.
- Volunteer to act as a spokesperson for a special interest group.
- Interview your counterparts in other organizations about their "best practices" and summarize what you learn at a staff meeting.
- Find opportunities to speak in front of groups. Check and see if the group is correctly receiving your message.
- Listen to tapes of effective speakers.
- Tape yourself doing a presentation and ask for feedback.
- Hire a speech coach.
- Teach a new skill to your work team.
- Serve as a mediator for workplace disputes.
- Write an article for your employee newsletter.
- Keep a journal.
- Write a synopsis of a program you have watched or a book you have read. Have a colleague whose writing skills you admire critique your product.
- Buy and use a style guide.
- Use the grammar enhancement tools in your word processor.
- Learn and then use a new word each day.
Page 51, Question 6:
Add "consideration for" between "to" and "a job"
Page 116, Appendix, Chapter 10 answers: Questions 4-7 are not the same as the questions in the Check Your Knowledge section. Additionally, the appendix is missing the question and answer to question 10 entirely. The correct questions and answers are below:
4. A WLP professional is administering a multi-rater feedback assessment program for new managers to gather feedback from their subordinates, peers, and managers in the organization. The goal of this feedback is to build an effective leadership development program targeted at effectively equipping leaders for future assignments. What is this type of assessment known as?
D. 360-degree assessments
Response D is correct because 360-degree feedback, also known as multi-rater feedback, is employee development feedback that comes from all directions around the employee: subordinates, peers, and managers in the organizational hierarchy. Although the value of 360-degree feedback is often seen in terms of the individual being rated, the feedback of all recipients' results often provides more valuable data for the organization as a whole.
5. Which of the following statements is not true about organizational structures?
__ A. In every developing culture, as the population increased, a scarcity of resources and the need for more security forced political organizations to decentralize.
Response A is not true because in every developing culture, as the population increase, the need for security and more resources forced societies to organization and centralize hierarchies and political organizations.
6. A WLP professional is creating a leadership development program in which a high-potential manager is being groomed for future leadership positions. In the program, the manager will spend one year working in different departments. During the first six months, the manager is moving to a same-level position in the sales department. After that assignment, the manager will again move for six months to another same-level position working with the marketing department. What is this type of leadership development strategy known as?
C: Job Rotation
Response C is correct because job rotation involves moving to other, same-level jobs within the organization with the goal of providing future managerial and leadership candidates with learning experiences that facilitate changes in thinking and perspective. Exposure to different functions increase employees' knowledge of the organization and require a different skill set by exposing future leaders to new areas.
7. A new manager in a leadership development program is assigned to work with the Chief Financial Officer to learn more about budgets and the operations of the business. During this program the new manager watches what the CFO does on a daily basis and asks questions to help him learn about the financial function of the organization. What is this type of leadership development method known as?
A. On-the-job training
Response A is correct because on-the-job training requires a potential candidate to follow another person around and watch what they do; this "shadowing" helps him or her learn about a particular function of the organization.
10. A manager is working with a WLP professional and exploring options to receive feedback from an independent consultant. This manager is struggling with how to handle some situations in her department and is not receiving unbiased feedback, a key issue that plagues. What is one management development method to provide candid feedback to this future leader?
Response D is correct because as senior leaders and executives move up the ladder, it becomes more and more difficult for them to find objective feedback about their performance. This can be remedied with executive and leadership coaching.
Check Your Knowledge CD
Review Model for the CPLP:
Module 3: Improving Human Performance, Question "Which root cause analysis tool uses the results from a tally sheet to plot the frequency of occurrence of causes in a diagram to facilitate analysis?"
The answer to this question is indeed C, even though the quiz will mark it incorrect.
Module 2: Delivering Training, Question: Which of the following types of tasks is not appropriate for job aids?
The answer to this question is indeed B, even though the quiz will mark it incorrect.
"All Modules: Random Quiz" selection:
Module 9: Career Planning and Talent Management, T/F Question: "The ADA guarantees an individual with a disability the right to consideration for a job for which he or she is applying."
The answer to this question is indeed True, even though the quiz will mark it incorrect.