Deck 11: Groups, Teams, and Their Leadership

Question 1

The power component of the Rocket Model is concerned with setting common directions for the team.

Answer 1

False

Question 2

Giving constructive feedback involves sharing information with another about quality and impact of that person's behavior.

Answer 2

True

Question 3

Goals should be

A)vague.
B)challenging.
C)general.
D)easy.

Answer 3

B

Question 4

Unlike morale, results are a symptom of the other components of the Rocket Model.

Question 5

Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization.

Question 6

Making the assignment clear and specific is among the principles of effective delegation.

Question 7

The Rocket Model of Team Effectiveness tells leaders what steps to take, and when to take them when building new teams.

Question 8

Supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.

Question 9

Team building interventions will always help remove root causes of problems.

Question 10

After the team norms and buy-in issues have been addressed, leaders need to work with team members to sort out the mission and talent issues.

Question 11

To maximize the impact of feedback, people should provide feedback to groups instead of specific individuals.

Question 12

Specific goals do not work as well as general goals.

Question 13

It is the follower's choice whether to hear and whether to act on feedback.

Question 14

Forging a partnership is the first step in informal coaching.

Question 15

Research shows that followers are generally happier when their leaders frequently delegate tasks.

Question 16

Easy goals do not result in high levels of performance.

Question 17

Followers will seek feedback from peers if their leader is not trustworthy.

Question 18

Leaders often avoid delegation because the task is a desirable one.

Question 19

Morale is at the top of the Rocket Model of Team Effectiveness.

Question 20

A subordinate can usually be able to tell whether they are doing a good job even without feedback.

Question 21

The first requirement for a team intervention to be success is that it involves

A)a range of intervention techniques.
B)raising awareness.
C)instrument-based feedback.
D)a good sense of real-time.

Question 22

Which of the following statements is not accurate concerning feedback?

A)Sometimes supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.
B)Leaders may give positive feedback infrequently if they believe good performance is expected and should not be recognized.
C)Research has shown that subordinates believe their leaders give more feedback than their leaders think they do.
D)None of these statements is accurate.

Question 23

Which of the following was not mentioned in the text as a way leaders can improve their feedback skills?

A)Make it helpful.
B)Being critical.
C)Being descriptive.
D)Being specific.

Question 24

Describe the term delegation.

Question 25

Which of the following methods was not mentioned as a way to build buy-in for the Rocket Model of Team Effectiveness?

A)Develop a compelling team vision or purpose.
B)Involve team members in the goal, standard, and rule-setting process.
C)Leaders exhibit a high level of consideration.
D)The team leader has to have a high level of credibility.

Question 26

Which of the following is false concerning delegating?

A)Delegation is a simple way for leaders to free themselves of time-consuming chores.
B)Delegating is less frequent in higher performing businesses.
C)Delegation increased the number of tasks accomplished by the work group.
D)Delegation gives followers developmental opportunities.

Question 27

Which of the following aspects was not mentioned concerning norms for the Rocket Model of Team Effectiveness?

A)If the team or team leader is not explicit about setting the rules that govern team behavior, they will simply evolve over time.
B)The decisions the team makes, the way in which it makes decisions, how often and how long the team meets, should all be driven by the team's purpose and goals.
C)There are many team norms.
D)All of the above were mentioned concerning norms.

Question 28

Which of the following is not an important reason to delegate?

A)Delegation strengthens your organization.
B)Followers are developed by delegation.
C)Time is freed up for other activities by delegation.
D)All of these are important reasons to delegate.

Question 29

Which of the following statements concerning the Rocket Model of Team Effectiveness is accurate?

A)When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals.
B)When building a new team, the first thing a leader must do is select the right kind of people.
C)When building a new team, the first thing a leader must do is build buy-in for the program.
D)When building a new team, the first thing a leader must do is establish expected norms.

Question 30

Having specific goals is closely related to having ___________ goals.

A)quality
B)energizing
C)observable
D)specific

Question 31

Which of the following is a true statement about feedback?

A)It is a good idea to stick to the facts as much as possible.
B)Try not to make feedback too descriptive.
C)Feedback is usually not effective if given soon after the behavior occurs.
D)All of the above statements are true.

Question 32

A person could potentially have good ___________ skills and still have poor feedback skills.

A)communication
B)listening
C)assertiveness
D)all of the above

Question 33

Which of the following is a false statement concerning goals?

A)Setting goals guarantee success.
B)Goals are most likely to be achieved if there is commitment to them.
C)Goals should be challenging but attainable.
D)Goals accompanied by feedback reflect higher performance.

Question 34

Provide a brief description of the Rocket Model of Team Effectiveness.

Question 35

List and describe six of the tips for improving feedback skills that were identified in the chapter.

Question 36

Briefly explain why getting helpful feedback is essential to a subordinate's performance and development.

Question 37

Briefly describe the notion of providing constructive feedback.

Question 38

Which of the following is not one of the components of the Rocket Model of Team Effectiveness?

A)Power
B)Morale
C)Vision
D)Buy-in

Question 39

All of the following are principles of effective delegation except

A)deciding who to delegate to.
B)assigning a procedure, not an objective.
C)give credit for a job well done, but take the responsibility when things go wrong.
D)All of the above.

Question 40

According to Tuckerman, _______ is the first stage teams go through.

A)forming
B)storming
C)norming
D)buy in

Question 41

Describe the three reasons delegation is important that were cited in the textbook.

Question 42

Name and describe three of the principles of effective delegation that were described in the textbook.: The first step leaders should take when deciding what to delegate is to identify all their present activities. This should include those functions regularly performed and decisions regularly made. Next leaders should estimate the actual time spent on these activities. This can be done fairly easily by developing and maintaining a temporary log. After collecting this information, leaders need to assess whether each activity justifies the time they are spending on it.: There might be one individual whose talent and experience make her the logical best choice for any assignment. However, leaders must be careful not to overburden someone merely because that individual always happens to be the best worker. Additionally, leaders have a responsibility to balance developmental opportunities among all their followers.: As with setting goals, leaders delegating an assignment must be sure the subordinate understands what the task involves and what is expected of him. Nevertheless, at times leaders provide too brief an explanation of the task to be delegated. A common communication error is overestimating our own clarity, and in the case of delegation this can happen when the leader already knows the ins and outs of the particular task. Some of the essential steps or potential pitfalls in an assignment that seem self evident to the leader may not be as obvious to someone who has never done the assignment before. Leaders should welcome questions and provide a complete explanation of the task.: Indicate what is to be accomplished, not how the task is to be accomplished. End results are usually more important than the methods. It is helpful to demonstrate procedures that have worked before, but not to specify rigid methods to follow in the future. Leaders should not assume their ways always were and always will be best. Leaders need to be clear about the criteria by which success will be measured, but allowing subordinates to achieve it in their own ways will increase their satisfaction and encourage fresh ideas.: Effective delegation is neither micromanagement of everything the subordinate does nor laissez-faire indifference toward the subordinate's performance. Leaders need to give subordinates a degree of autonomy (as well as time, resources, and authority) in carrying out their new responsibilities, and this includes the freedom to make certain kinds of mistakes. An organizational climate where mistakes are punished suppresses initiative and innovation. Furthermore, mistakes are important sources of development. They may be important aspects of technical competence for certain jobs.: Whenever leaders delegate, they must give subordinates authority along with responsibility. In the final analysis, however, leaders always remain fully responsible and accountable for any delegated task. If things should go wrong, the leaders should accept responsibility for failure fully and completely and never try to pass blame on to subordinates. On the other hand, if things go well, as they usually will, leaders should give all the public credit to the subordinates. Also, when providing performance feedback privately to a subordinate, emphasize what went right rather than what went wrong.

Question 43

Name five of the common reasons for avoiding delegation that were named in the textbook.

Question 44

List and describe the components of the Rocket Model of Team Effectiveness.

Question 45

List and describe using examples the characteristics of a good goal.

Question 46

Name and describe the five steps of coaching.