Exam 12: Skills for Developing Others

In the context of the Rocket Model,teams with low levels of buy-in have team members who believe in what the team is trying to accomplish and will enthusiastically put forth the effort needed to complete their assigned tasks and make the team successful.

In the context of the Rocket Model,a critical first step to building a high-performing team is to

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

In the context of delegation,a common reason why a leader avoids delegating a task is that the

Giving constructive feedback involves sharing information or perceptions with another about the nature,quality,or impact of that person's behavior.

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more personal or discretionary feedback.

It is most likely important to have specific goals for the purpose of

When providing evaluative feedback,it is inappropriate and ineffective to compare a subordinate's behavior with the behavior of peers or co-workers.

The context component of the Rocket Model is concerned with setting a common direction for a team.

Which statement about delegation is most likely false?

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

The first requirement for a team intervention to be successful is

Which of the following statements best exemplifies effective delegation?

In the context of the principles of effective delegation,which of the following is the first step of deciding what to delegate?

Identify a true statement about providing constructive feedback.

Subordinates can usually tell whether or not they are doing a good job even without feedback.

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

Which of the following statements about feedback is most likely false?

Forging a partnership is the first step in informal coaching.

Leaders often avoid delegation when a task is a desirable one that could generate power or prestige.