Deck 16: Skills for Optimizing Leadership As Situations Change

Question 1

Research suggests that groups with appropriate structures tend to develop healthy internal processes,whereas groups with insufficient or inappropriate structures tend to have process problems.

Answer 1

True

Question 2

The idea component of a leader's vision is more likely to gain follower commitment if it is a solo effort by the leader.

Answer 2

False

Question 3

Conflict resolution will become a less essential skill as management practices shift away from authoritarian directives and toward cooperative approaches.

Answer 3

False

Question 4

Modern researchers have determined that conflict always has a negative effect on the team.

Question 5

A hands-off managerial stance tends to improve a team's effectiveness,particularly when members are inexperienced in teamwork because team members are forced to work collaboratively.

Question 6

The accommodation approach to managing conflict involves giving in to someone else's concerns without making any effort to accomplish one's own ends.

Question 7

Making a sports team run several laps around an athletic field would potentially be an example of punishment.

Question 8

Increased effort and the stimulation of critical thinking are potential benefits of conflict.

Question 9

A leadership vision consists of six related components.

Question 10

Leaders should focus primarily on developing edge before defining the team's core values.

Question 11

When a leader wants to allow subordinates to learn from their mistakes,then compromising is the best conflict management approach.

Question 12

In general,leaders will be only as effective as the followers and teams they lead.

Question 13

Correctly administered punishment does not cause emotional side effects.

Question 14

A leader's credibility erodes if team members are not held accountable for behavior that is misaligned with a team's operating principles.

Question 15

In terms of the model of performance,the two components that make up capabilities are training and goal setting.

Question 16

When balancing managerial and team authority,research suggests that managers should allow team members to establish both team direction and outer-limit behavioral constraints.

Question 17

Winning a negotiation at your counterpart's expense will usually result in a long-term gain.

Question 18

One of Fisher and Ury's main tips on successful negotiation is to focus on positions,not on interests.

Question 19

Compromising is most likely the best approach to conflict management when opponents with equal power are committed to mutually exclusive goals.

Question 20

The majority of work performed by executive teams requires that all team members be present.

Question 21

Which statement about executive teams is most likely FALSE?

A) Executive teams are often bogged down making operational decisions.
B) Executive teams have the opportunity to change organizational systems.
C) Not all the work that is done at the executive level requires all or any of the team members to be present.
D) Because of their level in the organization,most executive teams are shielded from many of the resource constraints other teams face.

Question 22

The conflict resolution strategy of collaboration most likely involves:

A) appeasement.
B) domination.
C) compromise.
D) integration.

Question 23

Properly administered punishment most likely:

A) is highly unethical.
B) suppresses undesirable behavior.
C) is handled in a public or group setting.
D) causes undesirable emotional side effects.

Question 24

Which conflict resolution strategy most likely leaves both parties moderately,but incompletely,satisfied?

A) Sharing
B) Competition
C) Collaboration
D) Accommodation

Question 25

Which conflict resolution strategy is known as a win-lose orientation?

A) Avoidance
B) Competition
C) Collaboration
D) Accommodation

Question 26

Which of the following would LEAST likely address motivation problems in a work group?

A) Linking rewards to performance levels
B) Reallocating work across the team
C) Providing performance feedback
D) Obtaining necessary equipment

Question 27

What is the main purpose of using the model of performance?

A) Identifying job satisfaction levels in the industry
B) Benchmarking the organizational climate
C) Initiating performance appraisals
D) Managing problem performers

Question 28

Researchers have found that conflict can most likely cause a radical change in:

A) perception.
B) political power.
C) task delegation.
D) negotiation terms.

Question 29

Which equation represents the model of performance?

A) Expectations = f (Performance × Capabilities × Opportunities × Motivation)
B) Performance = f (Expectations × Capabilities × Opportunities × Motivation)
C) Capabilities = f (Expectations × Performance × Opportunities × Motivation)
D) Performance = f (Expectations × Capabilities × Programs × Rewards)

Question 30

In the performance model,opportunities would most likely refer to:

A) financial resources.
B) inadequate training.
C) performance standards.
D) ineffective punishments.

Question 31

Which statement is most likely true of capabilities?

A) Skills are synonymous with raw talent.
B) Abilities are difficult to change with training.
C) Intelligence and creativity are considered skills.
D) The two components of capabilities are talent and motivation.

Question 32

Which of the following is NOT one of the five general approaches to managing conflict?

A) Avoidance
B) Sharing
C) Negotiation
D) Competition

Question 33

Which of the following is NOT a component of the leadership vision?

A) Ideas
B) Edge
C) Policies
D) Expectations

Question 34

People most likely get more involved in a leader's vision when _____ are used.

A) lengthy,formal speeches
B) PowerPoint presentations
C) personal experiences
D) current statistics

Question 35

What should a leader most likely do if the model of performance reveals that expectations for compliance are causing performance problems?

A) Provide training opportunities
B) Utilize reward power
C) Clarify team goals
D) Delegate tasks

Question 36

When administering punishment,a leader should most likely:

A) focus his or her attention on the person rather than the act.
B) delegate the task to a group of peers for impact.
C) identify future consequences of misbehavior.
D) utilize the performance model as a guide.

Question 37

Which of the following is a team trip wire presented by Hackman?

A) Create an inappropriate authority balance in the group
B) Define tasks for which members are collectively responsible
C) Specify simple team objectives and provide adequate resources
D) Provide organizational support for task-performing teams and work groups

Question 38

Which of the following would LEAST likely cause a conflict in a work group?

A) Group members competing for rewards
B) Group members facing uncertain demands
C) Group members having similar short-term goals
D) Group members having strong differences in values

Question 39

Which of the following is most likely a true statement about negotiation?

A) Negotiators should separate the people from the problem.
B) Win-win negotiation is always the best technique.
C) Negotiation generally involves only two people.
D) Negotiators benefit from embracing their fears.

Question 40

_____ is an approach to managing conflict that is characterized by a compromise between domination and appeasement.

A) Avoidance
B) Sharing
C) Collaboration
D) Accommodation

Question 41

What are two ways in which executive teams differ from other kinds of work teams in an organization?

Question 42

Describe at least three situations in which reaching a compromise is the best conflict management approach to use.

Question 43

How can the effective administration of punishment benefit an organization? What are the most likely results of using punishment inappropriately?

Question 44

A leadership vision consists of four related components.List and discuss each of these components and how they contribute to the vision.

Question 45

Name and describe the components of the model of performance.

Question 46

Briefly define conflict,and provide several potential causes of conflict in the organization.

Question 47

Identify the positive and negative effects of conflict in a team or organization.

Question 48

Name and describe the five general approaches to managing conflict that were described by Thomas.

Question 49

What are the characteristics of a compelling leadership vision? What questions should such a vision address?

Question 50

Fisher and Ury offered several tips for successful negotiation.Name and briefly describe those tips.