Question 1

McGrath describes diagnosing group deficiencies as part of
A) Monitoring/internal.
B) Executive action/internal.
C) Monitoring/external.
D) Executive action/external.

Accepted Answer

A

Question 2

Team leadership research started focusing on more than just outcomes in the
A) 1990s.
B) 1960s.
C) 1980s.
D) 1970s.

Accepted Answer

A

Question 3

A criticism of the team leadership model is
A) It does not place the ongoing workgroup in an environmental context.
B) It neglects to account for the changing roles of leaders in organizations.
C) It is too complex and isn't practical for a growing number of team leaders.
D) It does not help in selecting team leaders.

Accepted Answer

C

Question 4

Which of the following is not one of the characteristics of team excellence, according to Larson and LaFasto:
A) Results-driven structure.
B) Collaborative climate.
C) Authoritative leadership.
D) Clear, elevated goal.

Accepted Answer

According to Larson and LaFasto, authoritative leadership is not a characteristic of team excellence. Instead, they promote participative leadership where team members have a say in decision-making and problem-solving processes. The other options (Results-driven structure, collaborative climate, and clear, elevated goal) are characteristics of team excellence as outlined by Larson and LaFasto.

Question 5

Hill's model for team leadership suggests what number of leadership decisions a leader must make before taking leadership actions?
A) 4
B) 3
C) 7
D) 5

Accepted Answer

According to Hill's model for team leadership, a leader must make three leadership decisions before taking leadership actions: deciding on the team's goals and objectives, deciding on the team's strategies and tactics for achieving those goals, and deciding on the team's composition, roles, and responsibilities. Therefore, the correct answer is option B.

Question 6

According to team leadership theory, the leader is primarily
A) An analyst for diagnosing group deficiencies.
B) A medium for processing information.
C) A forecaster for anticipating environmental changes.
D) A judge for establishing acceptable procedures.

Accepted Answer

In team leadership theory, the leader is primarily seen as a medium for processing information. This involves facilitating communication, resolving conflicts, and creating a supportive environment for team members to collaborate and achieve their shared goals. While leaders may also engage in other activities such as diagnosing group deficiencies, anticipating environmental changes, and establishing acceptable procedures, these are seen as secondary to their role in facilitating communication and collaboration within the team.

Question 7

In team leadership theory, two of the leader's primary decisions are
A) To build a vision and implement change.
B) To monitor or take action.
C) To be a role model and an innovator.
D) To organize and to control.

Accepted Answer

In team leadership theory, a leader's primary decisions often revolve around whether to monitor the team's progress and dynamics passively or to take direct action to influence outcomes. This decision-making process is crucial for effective team leadership and management.

Question 8

Internal relational leadership actions include all of these except
A) Collaborating: including, involving.
B) Managing conflict and power issues.
C) Building commitment.
D) Networking and forming alliances.

Accepted Answer

Networking and forming alliances are typically considered external relational leadership actions, as they involve reaching out and connecting with individuals or groups outside of the immediate team or organization.

Question 9

What scholar(s) studied real-life successful teams and found eight characteristics that were consistently associated with team excellence?
A) Hackman and Walton
B) Hill
C) Larson and LaFasto
D) McGrath

Accepted Answer

Larson and LaFasto studied real-life successful teams and found eight characteristics that were consistently associated with team excellence. Hackman and Walton also studied team excellence, but they identified five characteristics rather than eight. Hill and McGrath are also well-known scholars in the field of team dynamics, but they did not specifically study real-life successful teams and identify their characteristics.

Question 10

Liz is a team leader at a local grocery store. Recently, her boss said that she needs to address the negative attitudes of employees. To try and fix this problem, she has begun awarding gift-cards to employees who have great attitudes. What internal leadership intervention is Liz addressing?
A) Managing conflict
B) Facilitating decisions
C) Goal focusing
D) Satisfying needs

Accepted Answer

The answer of Liz is a team leader at a...

Question 11

Characteristics of team effectiveness include all of the following except
A) Unified commitment.
B) Relationship-driven structure.
C) External support.
D) Collaborative climate.

Accepted Answer

Relationship-driven structure is not typically listed as a characteristic of team effectiveness. Effective teams are often characterized by their unified commitment, external support, and a collaborative climate, rather than the structure being primarily driven by relationships.

Question 12

According to Zaccaro, principled leadership influences team effectiveness through these processes:
A) Supporting, controlling, delegating, and directing.
B) Cognitive, motivational, affective, and integrative.
C) Forming, storming, norming, and performing.
D) Technical, interpersonal, intrapersonal, and empathetical.

Accepted Answer

Zaccaro suggests that principled leadership influences team effectiveness through cognitive processes (such as generating and sharing ideas), motivational processes (such as inspiring and empowering individuals), affective processes (such as building trust and morale), and integrative processes (such as coordinating and integrating team efforts towards common goals). The other answer choices are either unrelated or too narrow in scope.

Question 13

For leaders, McGrath's critical leadership functions do not include which type of group leadership function?
A) Diagnosing group deficiencies
B) Preventing deleterious changes
C) Negating remedial action
D) Forecasting environmental changes

Accepted Answer

McGrath's critical leadership functions include diagnosing group deficiencies, preventing deleterious changes, and forecasting environmental changes. Negating remedial action is not considered a critical leadership function according to McGrath.

Question 14

What scholar(s) provided grounded research support for the group effectiveness approach?
A) Hackman and Walton
B) McGrath
C) Larson and LaFasto
D) Hill

Accepted Answer

Hackman and Walton provided extensive research support for the group effectiveness approach through their studies on group task design and group composition. They suggested that effective groups have a clear task and purpose, appropriate levels of autonomy, and a diverse mix of skills and perspectives among group members.

Question 15

External leadership actions include:
A) Relational.
B) Environmental.
C) Leadership decisions.
D) Task.

Accepted Answer

External leadership actions are those that deal with the environment surrounding the organization or team, such as navigating the external business climate, market conditions, and interactions with other organizations or stakeholders. Choices A, C, and D are more internally focused.

Question 16

McGrath suggests preventing deleterious changes as part of
A) Monitoring/internal.
B) Executive action/internal.
C) Monitoring/external.
D) Executive action/external

Accepted Answer

The answer of McGrath suggests preventing deleterious changes as part...

Question 17

Team leaders need to construct a mental model to
A) Identify problems and solutions within the team.
B) Take simple problems and find hidden complexities.
C) Improve their communication skills.
D) Give team members the role of problem-solving.

Accepted Answer

Constructing a mental model helps team leaders identify problems and potential solutions within the team by creating a visual representation of how the team works together and what issues may arise. It allows the team leader to see the interactions between team members and how they may affect each other. This can aid in problem-solving and decision-making within the team. While improving communication skills and giving team members roles in problem-solving are important, they are not directly related to constructing a mental model. Finding hidden complexities is also not necessarily the goal of constructing a mental model as it is more focused on identifying and understanding the overall structure and dynamics of the team.

Question 18

Team effectiveness is evaluated on these desired team outcomes:
A) Performance and development.
B) Norming and forming.
C) Technical and empathetical.
D) Controlling and delegating.

Accepted Answer

Performance and development are the desired outcomes of team effectiveness, as teams are expected to not only perform well in achieving their goals but also develop and improve their skills and knowledge. Norming and forming are stages of team development, while technical and empathetical and controlling and delegating are not comprehensive enough to cover all aspects of team effectiveness.

Question 19

The team leadership model puts who or what in the driver's seat of team effectiveness?
A) Leaders
B) Leadership
C) Management
D) Team members

Accepted Answer

The team leadership model emphasizes the role of leadership behaviors and processes in guiding the team towards its goals, rather than focusing solely on the leader as an individual or on the management structures.

Question 20

Leadership decisions include all of the following except
A) Task or relational
B) Overt or covert
C) Monitor or take action
D) Internal or external

Accepted Answer

Leadership decisions typically involve choices between task-oriented or relational approaches, deciding when to monitor situations or take action, and considering internal or external factors. The concept of overt or covert decisions is not a standard classification in leadership decision-making processes.

Quiz 12: Followership

McGrath describes diagnosing group deficiencies as part of

Team leadership research started focusing on more than just outcomes in the

A criticism of the team leadership model is

Which of the following is not one of the characteristics of team excellence, according to Larson and LaFasto:

Hill's model for team leadership suggests what number of leadership decisions a leader must make before taking leadership actions?

According to team leadership theory, the leader is primarily

In team leadership theory, two of the leader's primary decisions are

Internal relational leadership actions include all of these except

What scholar(s) studied real-life successful teams and found eight characteristics that were consistently associated with team excellence?

Liz is a team leader at a local grocery store. Recently, her boss said that she needs to address the negative attitudes of employees. To try and fix this problem, she has begun awarding gift-cards to employees who have great attitudes. What internal leadership intervention is Liz addressing?

Characteristics of team effectiveness include all of the following except

According to Zaccaro, principled leadership influences team effectiveness through these processes:

For leaders, McGrath's critical leadership functions do not include which type of group leadership function?

What scholar(s) provided grounded research support for the group effectiveness approach?

External leadership actions include:

McGrath suggests preventing deleterious changes as part of

Team leaders need to construct a mental model to

Team effectiveness is evaluated on these desired team outcomes:

The team leadership model puts who or what in the driver's seat of team effectiveness?

Leadership decisions include all of the following except