Deck 4: Leadership and the Project Manager

Question 1

Someone with a polychronic preference functions in two different temporal orientations, such as past and present.

Answer 1

False

Question 2

One reason projects are initially underfunded is because their requirements are sometimes deliberately understated.

Answer 2

True

Question 3

__________ behavior seeks to get the job done.

Answer 3

Task-oriented

Question 4

An entrepreneur type of project champion is the source of the idea and also the main sponsor.

Question 5

A project manager must be able to shift temporal orientation from past, to present, to future.

Question 6

The majority of a champion's time is spent performing the traditional project management duties of leadership, administration, obtaining resources, and coordination and control.

Question 7

One way an organization can develop a core of project management professionals is to administer personality tests and match people attuned to project work to projects.

Question 8

A project manager may also be the project champion.

Question 9

Leadership is an innate characteristic that some people have and some don't.

Question 10

The number one flaw that makes a project manager a poor leader is setting a bad example.

Question 11

Summarizing and consensus testing are two group maintenance behaviors that a project manager uses to show support for project team members.

Question 12

The most important characteristic of a project leader is ability to inspire.

Question 13

Providing the needed motivation for the project team is a nontraditional duty of a project champion.

Question 14

__________ is the element of emotional intelligence that describes a person's ability to manage relationships with others.

Question 15

A(n) __________ is interested in efficiency of operations but a(n) __________ is interested in effectiveness of outcomes.

Question 16

The new leader must make a conscious effort to distance himself from the people being led.

Question 17

Leadership may be part of a manager's job but other managerial roles are not necessarily part of a leader's job.

Question 18

The organizational factor that is most vital in preventing a project manager from being recognized as a leader is lack of resources.

Question 19

Emotional intelligence is a more important measure of leadership effectiveness than technical skill, analytical ability, and intelligence.

Question 20

__________ is a group maintenance behavior that serves to increase and equalize participation.

Question 21

The facet of partnership that describes the requirement that every worker be responsible for defining the project's vision and goals is called:

A) exchange of purpose.
B) a right to say no.
C) joint accountability.
D) absolute honesty.

Question 22

Which of these lists of duties is more reflective of managerial tasks?

A) creating vision and strategies
B) problem-solving
C) long-term risk-taking
D) communication by word and deed

Question 23

Which statement regarding the duties of leaders and managers is best?

A) Leaders embrace change while managers support the status quo.
B) Management is more about interpersonal relationships than leadership is.
C) Leaders aim for efficiency.
D) Managers aim for effectiveness.

Question 24

An effective project manager must have __________ so that she is not adversely affected by complex or uncertain situations.

Question 25

Some __________ duties of project champions include leadership, coordination, and technical understanding.

Question 26

The __________ is usually a scientist, engineer, or similar person who is the source of and driving force behind the idea.

Question 27

In a partnership, each member of the project team is responsible for the project's outcomes and the current situation, whether it is positive or shows evidence of project problems. The term that best describes this responsibility is:

A) exchange of purpose.
B) a right to say no.
C) joint accountability.
D) absolute honesty.

Question 28

Projects are often underfunded in the concept stage because:

A) the project requirements were deliberately understated.
B) there is complete trust in project managers by top management so more resources can be asked for at any time.
C) the project's goals are too clearly defined.
D) the project's top management sponsor is too influential.

Question 29

The ability to cognitively bring the past and future closer together is __________.

Question 30

Project team motivation comes primarily from:

A) the project manager.
B) the project champion.
C) within each team member.
D) the project client's acceptance.

Question 31

A project manager's function should be:

A) to control the "soft" people issues.
B) the manage the hard technical details.
C) to holistically manage the entire project.
D) to apply a laissez faire approach and let the work progress unimpeded.

Question 32

The temporal context or space to which an individual is naturally drawn is known as __________.

Question 33

The authentic atmosphere that is vital for project manager and team to function in can be described as:

A) exchange of purpose.
B) a right to say no.
C) joint accountability.
D) absolute honesty.

Question 34

Which of these duties is more reflective of a leader's tasks?

A) efficiency of operations
B) delegation and maintaining
C) motivation and inspiration
D) marshalling resources

Question 35

It is most important that a project manager:

A) focuses on meeting daily challenges head on.
B) focuses on meetings.
C) remembers the overall picture, or goals, that define the project.
D) operates on the boundary between strategy and tactics.

Question 36

A(n) __________ is in individual who identifies with a new development, using all weapons at his command, against the funded resistance of the organization.

Question 37

The idea that all members of a project team have the ability to offer a contrary position in order to achieve true partnership between the project manager and the team is called:

A) exchange of purpose.
B) a right to say no.
C) joint accountability.
D) absolute honesty.

Question 38

A project champion is:

A) a project manager that always completes projects within the allotted time frame.
B) a sponsor in top management that is keenly interested in the project's success.
C) a project manager that always completes projects within the allotted budget.
D) a project manager that always completes projects within the allotted time frame and under budget.

Question 39

A more apt title for a project manager is:

A) controller.
B) comptroller.
C) project director.
D) project leader.

Question 40

The new project management professionalism calls for the creation of __________ so that gifted project managers can move from project to project and advance in the organization just as their functional counterparts do.

Question 41

Friendliness with a purpose describes:

A) empathy.
B) self-regulation.
C) obsequiousness.
D) social skill.

Question 42

Which of these is the more meaningful measure of leadership effectiveness?

A) subject matter knowledge
B) emotional intelligence
C) technical skill
D) analytical ability

Question 43

Based on a study of successful American project managers as perceived by project team members, the most important characteristic of a project manager is:

A) visionary.
B) good communicator.
C) good motivator.
D) leadership by example.

Question 44

The task-oriented behavior of summarizing accomplishes which specific outcome?

A) Check on understanding and assess progress.
B) Guide and sequence discussion.
C) Check on agreement.
D) Increase comprehension.

Question 45

The project management pearl of wisdom that declares, "If they know nothing of what you are doing, they assume you are doing nothing," means that:

A) stakeholders must be communicated with on a continual basis throughout the project's development.
B) the duration of most projects is sufficiently long as to contain many days when no actual progress is being made.
C) the more complex a project is, the more likely that the client that will ultimately receive the project has no idea how it is being executed.
D) a project manager that holds lengthy progress meetings with his team will generally complete projects more successfully.

Question 46

Which of these is NOT an element of emotional intelligence?

A) intelligence
B) self-awareness
C) motivation
D) empathy

Question 47

A large sample survey was used to ask a total of 2,615 managers within U.S. corporations what they considered to be the most important characteristic of effective leaders. The item that ranked #1 with an 83 percent selection rate was:

A) inspiring.
B) honest.
C) imaginative.
D) dependable.

Question 48

The temporal context or space to which an individual is oriented is their:

A) time orientation.
B) chronometer.
C) chronological clock.
D) biological clock.

Question 49

If all the project management studies discussed in the text are synthesized, it quickly becomes apparent that the key to understanding leadership behavior is to focus on:

A) where in the organizational hierarchy the project leaders are located.
B) where in the organizational hierarchy the project team members are located.
C) who the leaders are.
D) what the leaders do.

Question 50

Which of these behaviors is indicative of group maintenance?

A) stimulating communication
B) clarifying communication
C) process analyzing
D) process structuring

Question 51

Geoff sits at his desk and daydreams about what life will be like in 2025 when he retires. He can clearly picture events throughout the almost two decades that must elapse between now and then and what elements must come together to fulfill his lifelong dream of traveling the country in his RV. The temporal skill that Geoff is blessed (some would say cursed) with is:

A) future time perspective.
B) time span.
C) time conception.
D) timeline orientation.

Question 52

Project meetings do not generally serve this purpose for the project team:

A) help all stakeholders increase their commitment to the project.
B) provide a forum for airing grievances with stakeholders and team members.
C) provide visibility for the project manager's role in managing the project.
D) define the project and all the major team players.

Question 53

The emotional intelligence element that implies having a deep understanding of one's own strengths and weaknesses, ego needs, drives, and motives is called:

A) motivation.
B) self-regulation.
C) self-awareness.
D) social skill.

Question 54

The group maintenance behavior of gatekeeping helps to:

A) increase and equalize participation.
B) reduce tension and hostility.
C) regulate behavior.
D) increase comprehension.

Question 55

Which of these behaviors is task-oriented?

A) harmonizing
B) consensus testing
C) standard setting
D) process analyzing

Question 56

George believes that time is cyclical while Brad has a linear view. This is a significant difference in their:

A) timeline orientation.
B) future time perspective.
C) time conception.
D) polychronic preference.

Question 57

Task-oriented leadership behavior is characterized by:

A) showing trust in project team members.
B) acting friendly and supportive towards project team members.
C) contributing to the completion of project assignments.
D) recognizing the accomplishments of team members.

Question 58

Group maintenance behavior would be exhibited by a project manager that:

A) provides the necessary support and technical assistance.
B) plans and schedules activities and resources appropriately.
C) contributes to the completion of project assignments.
D) works with subordinates to understand their problems.

Question 59

Project management is first and foremost:

A) a people management challenge.
B) a customer service challenge.
C) a perception management challenge.
D) a budget management challenge.

Question 60

Pettersen's study of project managers found that most do not have the capacity to exercise power that derives from formal positional authority and therefore they must develop:

A) project champions.
B) cadres of trained professionals.
C) effective influencing skills.
D) efficient communications networks.

Question 61

The traditional project champion duties of coordination and control are on display when the project champion:

A) manages and runs the activities of the team.
B) handles the important administrative side of the project.
C) maintains a clear sense of purpose and a firm idea of what is involved in creating the project.
D) provides the needed motivation for the team.

Question 62

Michael wants to carry out his mentor's long range strategic vision of expanding the company's customer base by entering the casino business in Las Vegas. He issues a series of memos that explain the importance of these projects and makes sure that all necessary resources are at the disposal of the project management team, which is fortunate to have such a(n):

A) creative originator at the helm.
B) entrepreneur.
C) godfather.
D) project manager.

Question 63

Uncle Rico spends every waking hour selling Tupperware and reminiscing about his glory years in high school, mostly the latter. The past is his:

A) timeline orientation.
B) time span.
C) time conception.
D) temporal preference.

Question 64

Which of the following is a non-traditional role of a project champion?

A) cheerleader
B) leadership
C) administrative
D) control

Question 65

The administrative duty is best described by:

A) managing and controlling the activities of the team.
B) gaining access to the necessary resources to ensure a smooth development process.
C) the ability to provide leadership for the project team.
D) handling the important executive side of the project.

Question 66

Present-oriented tasks make use of the temporal skills of:

A) time conception and chunking time.
B) recapturing the past and predicting.
C) time warping and polychronicity.
D) creating future vision and monochronicity.

Question 67

The project leader duties of project problem solving, team member evaluation, and lessons-learned meetings are best served by the temporal skill of:

A) recapturing the past.
B) chunking time.
C) time warping.
D) creating future vision.

Question 68

A project manager puts on his "nontraditional hat" and smoothly works the room, networking among functional managers and attempting to secure their cooperation with the project. This nontraditional role is best described as that of a(n):

A) ambassador.
B) politician.
C) cheerleader.
D) visionary.

Question 69

Tim slapped together his first web page and proudly showed it to all his colleagues, pointing out what he thought were obvious and overwhelming advantages in simplicity and portability. His championing of web pages that he had read about in a trade journal ultimately shamed everyone else into adopting a web-based approach for all communication and cemented his status as a true:

A) creative originator.
B) entrepreneur.
C) godfather.
D) project manager.

Question 70

Which of the following is a traditional duty of a project champion?

A) cheerleader
B) visionary
C) politician
D) technical understanding

Question 71

The salty project manager instinctively knew that this was to be no easy task. As she surveyed the project objectives and the resources she had at her disposal she did some quick mental arithmetic and parsed the next two years into pieces that were easier to manage and easier to explain to the team that sat in stunned silence all around her. The only way that this project would get off the ground and ultimately be delivered was thanks to her ability to:

A) create future vision.
B) chunk time.
C) time warp.
D) recapture the past.

Question 72

There is a significant chance that the project can be executed successfully but if it can't, the project manager and team may be updating their resumes. This champion can best be described as a(n):

A) administrator.
B) ambassador.
C) risk taker.
D) visionary.

Question 73

A champion that is an engineer, scientist, or similar person who is the driving force behind an idea is termed a(n):

A) creative originator.
B) entrepreneur.
C) godfather.
D) sponsor.

Question 74

A(n) __________ maintains a clear sense of purpose and a firm idea of what is involved in creating the project.

A) politician
B) ambassador
C) cheerleader
D) visionary

Question 75

Your professor (yes, that person that has been informing and entertaining you for the past few weeks) has tirelessly advocated for a project management class. When the Dean and most of the rest of the faculty said "no" your professor took the case for project management to the streets, ultimately securing it on the schedule this semester. The project management term that best describes your professor's role is:

A) director.
B) advocate.
C) instigator.
D) champion.

Question 76

Which project champion role is least likely to be emphasized in the next project management article you read?

A) leadership
B) ambassador
C) administrative
D) technical

Question 77

The ability to cognitively bring the past and future closer together is:

A) creating future vision.
B) time warping.
C) time compressing.
D) tesseracting.

Question 78

Pete has worked in maintenance at the hospital for 30 years and knows all of the things about the pipes and circuits that don't show up on the blueprints. He also knows which outside contractors and suppliers have been bargains, how long every remodeling job has taken, and which major power brokers in the hospital still have scores to settle. When a new project is in the conceptualization stage the hospital architect always calls on Pete to regale him with tales drawn deep from his memory banks so his knowledge can be leveraged to its fullest. In the language of project management, Pete is:

A) time warping.
B) chunking time.
C) positioning.
D) recapturing the past.

Question 79

A project manager should have an ability to generate estimates of what will occur in the future, which is termed:

A) time warping.
B) creating future vision.
C) predicting.
D) chunking time.

Question 80

Bill runs his life like he runs Windows, always working on six or seven things at once. He exhibits:

A) multitasking skills.
B) simultaneity.
C) co-processing ability.
D) polychronic preference.