For tactical teams to be successful, there must be ________ and ________.
a high degree of task clarity; unambiguous role definition
the freedom to innovate; the ability to question assumptions
ambiguous problems; limited emphasis on formal organizational structures
the ability to think out of the box; the ability to work remotely
The dominant feature of tactical teams is ________; the dominant feature of problem-solving teams is ________; the dominant feature of creative teams is ________.
clarity; trust; autonomy
trust; clarity; autonomy
expertise; training; communication
training; expertise; communication
The misattribution error is the tendency for managers to attribute the causes of team failure to forces beyond their personal control. According to that definition, which of the following is a misattribution error? Blaming an unsuccessful outcome on:
lack of knowledge.
the competitive environment/marketplace.
lack of preparation.
Unless companies and managers take the time to understand the different work and value systems of different generations of workers, multigenerational teams will work under frustrating conditions. Values that should be considered when composing a team of different generational members include the importance of family, team versus individual orientation, achievement orientation and:
the person’s negotiation skills.
the number of contacts the person has in their social network.
how well the person understands the corporate culture of the team.
the person’s need for feedback, attention, and coaching.
With regard to the question of team size (i.e., how big the team should be), all of the following are true EXCEPT:
larger teams are more cohesive, and want to stay together.
it is wise to compose teams using the smallest number of people who can do the task.
managers tend to make teams too large.
most of the time, teams should be fewer than 10 members
To be successful in the long run, teams need ongoing resources and support, information, education, and:
competition amongst team members and an unaligned incentive structure.
goals and good communication skills.
regular team building retreats.
an authoritarian manager.
Managers frequently fault the wrong causes for team failure. Often, what is the real key causal factor in underperforming teams?
The difficult personalities on the team
The manager’s talent acquiring team resources
External, uncontrollable forces, such as market competition
Faulty team design
With regard to the disadvantages of self-directing teams, all of the following are true EXCEPT:
the team can suffer from marginalization and struggle with team legitimacy.
teams of this type can be very costly to build.
the team can suffer from conforming too much to team leaders.
it is difficult to monitor the team’s progress.
In contrast to a team, a working group differs from a team because:
the working team relies on their manager’s social network for success.
the working team members have collective responsibilities and rewards for their production outcome.
the working team members are not interdependent and are not working toward a shared goal.
the working group members are interdependent.
One of the most frustrating aspects of teamwork is:
sustaining high motivation.
not being able to select one’s preferred team members.
a high level of turnover.
A cardiac surgery team is an example of a ________ team; the Sandia Nuclear Weapons laboratory team is an example of a ________ team.
A team where a manager or a leader determines the overall purpose or goal of the team, but team members are at liberty to manage the means by which they meet that goal is called a:
According to research, what is the best advice regarding team size?
Teams should generally increase in size up to a maximum of 14 people.
Teams should generally have fewer than 10 members – with an optimal size of 5-6 people.
Teams should generally decrease in size down to a maximum of 3 people.
Teams should not be limited in size.
For team coaching to be effective, several conditions need to be present. Which of the following is one of those conditions?
The organization constrains and strictly controls the performance processes essential for team success.
The team is formed haphazardly and has sparse support within the organization.
Team expertise, engagement, and method of execution are unconstrained by task or organizational requirements.
Coaching interventions are required to be introduced and incorporated from the start of the team interaction.
A situational example of team coaching is a:
manager personally coordinates the work of their team.
manager negotiates the acquisition of resources for their team.
product team holds a meeting to discuss product messaging and brand before a new product is announced in the press.
team discusses a competitor’s brand strategy.
As group size increases, ________ also increases in a negatively accelerating fashion, such that each additional person who agrees with the majority has ________ overall influence.
interpersonal congruence; more
conflict; equal amounts of
Teams whose members share egalitarian values, or a desire to create a shared sense of members, develop ________ interdependent task approaches. In contrast, teams whose members hold meritocratic values, or are motivated to demonstrate their unique abilities to other group members, develop ________ interdependent task approaches.
High levels of task interdependence, which require frequent interactions among group members to obtain resources, can:
make the team less tolerant of project errors.
decrease team cohesion.
enhance performance productivity.
be slower to generate problem solutions.
Two key types of chronic goals are ________, in which a person attempts to achieve desired positive outcomes and ________, in which a person attempts to avoid negative outcomes.
tactical goals; crisis goals
promotion goals; prevention goals
self-managing goals; structural adaptation goals
performance-prove goals; faultline goals
In a diverse team, a “faultline” refers to cases in which:
a homogenous group does not allow a diverse member to join the group.
group members make more extreme judgments of demographically dissimilar group members than is actually warranted.
a team tends to find fault or blame in the other team members rather than their own behavior.
group members fall into two highly visible, moderate, non-overlapping subgroups usually based on demographic characteristics (such as male vice-presidents and female clerical workers).
Which of the following can be a drawback of “backing up” behavior?
Task motivation increases.
Team member neglects his or her own task work.
Task work capacity increases in subsequent tasks.
Leaders consistently struggle with the question of how many people to put on a team. Which of the following best describes the team scaling fallacy?
Adding more members of a team increases productivity but also increases the expense of the team relative to the gains on the project.
Team productivity is always more innovative and productive than the sum of its members working as individuals.
As team size increases, people increasingly underestimate the number of labor hours required to complete projects.
A team’s ability to adapt their strategy in the face of change and upheaval.
To perform effectively, teams need to adapt their roles when faced with conflict. With respect to team goal orientation, which orientation type is the most adaptable when goals shift and change?
Diversity in learning and performance orientation decreases team performance; but if teams engage in ________, the negative effects of diversity can be counteracted.
deciding who is in charge
talk about how they work as a team
experimentation with failure
increasing group size
A situational example of a script is:
a new team member doesn’t have enough time to complete all the tasks assigned to him or her that day.
two team members go to lunch with a client. The team members have rehearsed who will bring up what business-appropriate subjects to the client.
two team members work on the pacing and wording of their presentation to a client.
a new team member demonstrates some of his or her unique work skills to an established team member.
In terms of leadership selection, an investigation of team performance showed that teams with ________ leaders performed better on all organizational decision-making tasks than did teams whose leaders were ________.
team-selected; top-management selected
randomly selected; systematically selected
quickly selected; slowly selected
The question of how one leads others who are supposed to lead themselves is the essence of the team paradox encountered by leaders of self-managing and self-directing teams. When a team leader encounters the challenge posed by this paradox, which of the following reactions is most common/likely by the leader?
Resistance to change, role conflict, and the unwillingness to relinquish power
Hiring more people to join the team and share the work
Restructuring the tasks performed by the team to make them more rewarding
A willingness to relinquish power, embracing change, and a relaxing of the rules/norms used to reinforce the leader’s authority
The leadership paradox is best stated as the fact that:
leaders must pay attention to cognition (rationality) and emotion (intuition) when making decisions.
teams usually need leaders, but the very presence of a leader threatens the autonomy of a team.
leaders often change their mind immediately after having made a decision.
leaders often know what to do, but are reluctant to share that knowledge with their team
What is one way to enhance the quality of Leader-Member Exchanges (LMX) between leaders and their employees and increase team performance?
A leader keeps out of his or her employees’ way, and focuses on tracking the financial gains of the team’s performance.
Unethical leadership practices
A leader invests in building their external network of business contacts.
A manager invests in their employees’ skills, and empowers them to grow and learn.
Leaders have a different point of view from those who strictly manage employees. A manager’s main concerns with a team are: ________, whereas a leader’s main concerns with a team are: ________.
understanding the underlying forces working in an organization; meeting budget and sales goals
selecting talent, motivating employees, coaching team members; scheduling work, processes, budgeting
evaluating employees, planning for changes to the project schedule; building trust and positive relationships within the team, initiating actions to make the team and work environment better
shape goals, coordinate team efforts, and energize team members; maintain project procedures, gain approvals from senior management, find project investors
Transformational leadership can have a dark side and under some conditions, charismatic leaders can promote disenchantment among team members. The tendency for team members to draw sinister conclusions about a leader’s behavior is best termed:
the leader-member influence exchange.
the hypocrisy attribution dynamic.
the leader-team perceptual distance.
Transformational leadership is based on a leader’s________; transactional leadership is based on a leader’s ________.
active engagement with a team through highly visible behaviors; passive engagement with a team via laissez-faire behaviors
power to reinforce team members for their successful completion of a task; ability to motivate their teams to work toward goals that go beyond immediate self-interest
passive engagement with a team via laissez-faire behaviors; active engagement with a team through highly visible behaviors
ability to motivate their teams to work toward goals that go beyond immediate self-interest; power to reinforce team members for their successful completion of a task
With respect to leadership, ________ refers to the extent to which a leader expects his or her subordinates to acknowledge a formal power relationship and therefore, be more obedient and accepting of the leaders’ influence.
fundamental attribution error
the leadership paradox
There is overwhelming evidence that environmental and situational factors strongly affect leadership. Of the following, which is the best example of one of those situational factors?
Pragmatism about solutions
Diversity of network contacts
The romanticized conception of leadership is that leaders have the ability to control and influence the fates of their organizations and people. Why do so many people believe that fixed traits, such as intelligence and personality, can predict those persons who will be good leaders?
This leader-team perceptual distance mindset is mainly due to the more disconnect between what the leader sees and what the team sees.
This psychological contract bias is due to a person’s belief in mutual obligations between the leader and another party, such as an employee.
This hypocrisy attribution dynamic is due to the tendency for team members to draw sinister conclusions about a leader’s behavior.
This fundamental attribution error is due to people’s tendency to overemphasize the impact of a stable personality and dispositional traits, and to underemphasize the impact of a given situation on a person’s behavior.
The following are key determinants that can lead to the growth of close, trusting relationships between leaders and their teams EXCEPT:
a subordinates’ similarity to the leader.
demonstrated competence and performance.
diversity of team members.
team member extraversion.
Environmental conditions, such as change, uncertainty, and risk, affect how people perceive leaders. Under conditions of uncertainty, people with high and stable self-esteem show a stronger preference for ________ leadership, but people with low and unstable self-esteem prefer ________ leadership.
extrinsically motivated; intrinsically motivated
directive style of; participative style of
Organizational involvement may involve top-management teams (TMT). One advantage of TMT with regard to participative management is:
TMT, as opposed to individuals, are more likely to represent the wide range of interests of people in the organization.
by involving people at the lowest levels of the organization, they learn how to maximize the organization’s goals.
by restructuring the tasks performed by employees to make them more rewarding, people are more engaged.
by moving away from commitment and toward bureaucracy, the hierarchy of leadership is concentrated at the top of the organization.
Among the characteristics of “ideal members” of teams and relationships the trait of ________ is the most important attribute for all interdependent relationships.
Group identity refers to the extent to which people feel their group membership is an important part of who they are. Relational identity refers to ________; collective identity refers to ________.
having a relationship with a particular person; being a member of a particular group
being a member of a particular group; having a relationship with a particular person
the emotional aspect of identity; the cognitive aspect of identity
the cognitive aspect of identity; the emotional aspect of identity
The average lifespan of a team is approximately:
A team member who has a strong sense of group identity would behave in which of the following ways?
The team member emotionally distances themselves from their group.
The team member shows emotions of confidence, shares their opinions, thinks independently from their group, and pushes the team to change their behavior and beliefs.
The team member feels particularly stressed when their attitudes differ from those of their group members and they avoid attempting to change the behavior of the group.
The team member openly judges their own group to have lower status than other groups within the company.
Questions such as, “To what extent can people on your team bring up problems and tough issues?” and “How comfortable do you feel checking in with others if you have a question about the right way to do something?” are examples of what type of trust?
Social network trust
Of the following, which is the best example of the concept of retroactive pessimism?
The Acme Corporation attributes their team successes to excellent teamwork, while team failures are attributed to external, uncontrollable factors.
The Bellewood Company team has a strong sense that they can perform successfully, and set more challenging goals for themselves.
The Arrow Company has failed on several occasions to secure lucrative contracts from a national retailer. Arrow’s competitor received those contracts instead. The team at The Arrow Company has become increasingly pessimistic about their chances for future contract acquisition after every loss.
The Blue Star Company is pessimistic about their business outlook for the coming year.
Group socialization refers to the:
amount of time a group spends together professionally and personally.
process by which a person becomes a full member of a team.
process of gaining trust with new members of a team.
way a group works together to complete a task or meet a goal.
People with a high sense of identity fusion with their group are less likely to:
fight or die for their group.
feel disconnected from their group.
endorse extreme behaviors on behalf of their group.
act speedily for their group.
Which of the following is the best example of social embeddedness?
A Vice President of a restaurant chain knows the owner of a brewery from their time in college. They team up and open a restaurant featuring artisanal beers.
A business owner signs a contract with a new supplier.
The manager of operations is introduced to a new employee who went to a highly regarded business school.
Employees within an established team work with a new team member for several weeks.
With regard to building cohesion in groups, of the following, which is the best way to facilitate this type of group bonding?
Encourage the group to interact virtually
Encourage members to pursue personal projects
Focus on the diversity and differences of the group
Repairing trust is more difficult with groups than with individuals. What is the best way to start repairing trust with a group for both competence-based and integrity-based violations?
Explain the motivations behind the situation.
Deflect blame for the outcome of the situation.
Apologize for the wrongdoing.
Deny the wrongdoing.
Three critical activities occur during group socialization that affect the productivity of teams, and they are:
the sharing of hardship stories, conveyance of social norms, and establishing goals.
evaluation, commitment, and role transitions.
flattery, a focus on similarities, and behavior modified to synchronize with another person’s behavior.
perceptions of status, status competition, and mirroring.