Question 1

Contingency approaches to leadership are based on the idea that each manager should develop one style of leadership and stick with it.

Accepted Answer

A) True 
 B)False

Question 2

As a rule,virtual teams function best when members do not share personal thoughts or emotions.

Accepted Answer

A) True 
 B)False

Question 3

The power to punish others is called coercive power.

Accepted Answer

A) True 
 B)False

Question 4

Which of the following is NOT one of the characteristics of true teams (compared to less-productive groups)that Larson and LaFasto have identified?

Accepted Answer

A)  The group has no structure, to allow flexibility. 
B)  The group's members believe their purpose is worthwhile. 
C)  The group's leader creates a vision of the group's purpose. 
D)  The group receives recognition by outsiders. 
A)  The group has no structure, to allow flexibility. 
B)  The group's members believe their purpose is worthwhile. 
C)  The group's leader creates a vision of the group's purpose. 
D)  The group receives recognition by outsiders.

Question 5

A coach of a football team has found that players comply with his rules and policies because they appreciate the way he sincerely praises their individual efforts in front of the team.This coach possesses ________ power.

Accepted Answer

A)  referent 
B)  expert 
C)  position 
D)  coercive 
A)  referent 
B)  expert 
C)  position 
D)  coercive

Question 6

One important characteristic of groups is interdependence of members.

Accepted Answer

A) True 
 B)False

Question 7

The Leader Member Exchange (LMX)theory teaches that the quality of leader-member relationships is set during the first week of acquaintance,and that once expectations are formed,they cannot be changed.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is NOT a typical advantage of a group?

Accepted Answer

A)  breadth of perspectives available 
B)  greater accuracy 
C)  increased enthusiasm 
D)  increase in members' salaries 
A)  breadth of perspectives available 
B)  greater accuracy 
C)  increased enthusiasm 
D)  increase in members' salaries

Question 9

Which is NOT a symptom of groupthink?

Accepted Answer

A)  a commitment to examine ideas critically 
B)  group pressure to conform 
C)  censoring yourself so you don't question the status quo 
D)  an illusion of invulnerability 
A)  a commitment to examine ideas critically 
B)  group pressure to conform 
C)  censoring yourself so you don't question the status quo 
D)  an illusion of invulnerability

Question 10

According to Larson and LaFasto,unified commitment is one feature that distinguishes teams from groups.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is NOT true about group norms?

Accepted Answer

A)  Group norms are always constructive. 
B)  Group norms govern both task management and social interaction. 
C)  Group norms may be challenging to develop when members come from a variety of cultural backgrounds. 
D)  Group norms are often shaped by the overall culture of the organization the group represents. 
A)  Group norms are always constructive. 
B)  Group norms govern both task management and social interaction. 
C)  Group norms may be challenging to develop when members come from a variety of cultural backgrounds. 
D)  Group norms are often shaped by the overall culture of the organization the group represents.

Question 12

Group norms are influenced by organizational culture.

Accepted Answer

A) True 
 B)False

Question 13

You are likely to feel a strong sense of cohesiveness with your group when

Accepted Answer

A)  the members of your team are competing against each other to win the 'best idea of the year' award. 
B)  the assignment your team is working on is complex, so you need to rely on research done by other team members. 
C)  you dress more professionally than the rest of the group members. 
D)  your team missed its deadline for submitting your marketing proposal. 
A)  the members of your team are competing against each other to win the 'best idea of the year' award. 
B)  the assignment your team is working on is complex, so you need to rely on research done by other team members. 
C)  you dress more professionally than the rest of the group members. 
D)  your team missed its deadline for submitting your marketing proposal.

Question 14

Behaviors that members find irritating seem to vary from group to group,ranging from acting too serious to cracking too many jokes.

Accepted Answer

A) True 
 B)False

Question 15

A "laissez-faire" manager

Accepted Answer

A)  is democratic. 
B)  coerces employees into doing what she wants them to do. 
C)  yields leadership to the group, so that members function as a collection of equals. 
D)  invites members to help make decisions. 
A)  is democratic. 
B)  coerces employees into doing what she wants them to do. 
C)  yields leadership to the group, so that members function as a collection of equals. 
D)  invites members to help make decisions.

Question 16

If a deadline is rapidly approaching,it would be wiser to assign a task to a group than to individuals.

Accepted Answer

A) True 
 B)False

Question 17

You are present at the formation of a new group.You want to be considered for leadership in this group.Describe four or five behaviors you could pursue that would encourage the group to see you as a leader.For each behavior,tell why it would likely have the desired effect.

Accepted Answer

1. Take initiative: By taking the lead o

Question 18

Virtual teams have the ability to transcend boundaries of location and time.

Accepted Answer

A) True 
 B)False

Question 19

Virtual teams have become an integral part of today's workplace.Which of the following statements about virtual teams is FALSE?

Accepted Answer

A)  Status differences are less prominent in virtual teams than in face-to-face teams. 
B)  It is more difficult to maintain team spirit in virtual teams than in face-to-face teams. 
C)  Virtual teams have not been able to overcome the difficulties of working with members from different time zones. 
D)  Virtual teams perform best when members have some means of creating a personal touch. 
A)  Status differences are less prominent in virtual teams than in face-to-face teams. 
B)  It is more difficult to maintain team spirit in virtual teams than in face-to-face teams. 
C)  Virtual teams have not been able to overcome the difficulties of working with members from different time zones. 
D)  Virtual teams perform best when members have some means of creating a personal touch.

Question 20

The Leader Member Exchange (LMX)theory teaches that

Accepted Answer

A)  leaders exchange perks for good performance from members. 
B)  because time and energy are limited, every leader has some high-quality relationships with employees, and some low-quality relationships with other employees. 
C)  an effective organization will exchange its worst leaders for new leaders each year. 
D)  if employees exchange their poor communication habits for better communication skills, they will become leaders. 
A)  leaders exchange perks for good performance from members. 
B)  because time and energy are limited, every leader has some high-quality relationships with employees, and some low-quality relationships with other employees. 
C)  an effective organization will exchange its worst leaders for new leaders each year. 
D)  if employees exchange their poor communication habits for better communication skills, they will become leaders.

Contingency approaches to leadership are based on the idea that each manager should develop one style of leadership and stick with it.

As a rule,virtual teams function best when members do not share personal thoughts or emotions.

The power to punish others is called coercive power.

Which of the following is NOT one of the characteristics of true teams (compared to less-productive groups)that Larson and LaFasto have identified?

A coach of a football team has found that players comply with his rules and policies because they appreciate the way he sincerely praises their individual efforts in front of the team.This coach possesses ________ power.

One important characteristic of groups is interdependence of members.

The Leader Member Exchange (LMX)theory teaches that the quality of leader-member relationships is set during the first week of acquaintance,and that once expectations are formed,they cannot be changed.

Which of the following is NOT a typical advantage of a group?

Which is NOT a symptom of groupthink?

According to Larson and LaFasto,unified commitment is one feature that distinguishes teams from groups.

Which of the following is NOT true about group norms?

Group norms are influenced by organizational culture.

You are likely to feel a strong sense of cohesiveness with your group when

Behaviors that members find irritating seem to vary from group to group,ranging from acting too serious to cracking too many jokes.

A "laissez-faire" manager

If a deadline is rapidly approaching,it would be wiser to assign a task to a group than to individuals.

You are present at the formation of a new group.You want to be considered for leadership in this group.Describe four or five behaviors you could pursue that would encourage the group to see you as a leader.For each behavior,tell why it would likely have the desired effect.

Virtual teams have the ability to transcend boundaries of location and time.

Virtual teams have become an integral part of today's workplace.Which of the following statements about virtual teams is FALSE?

The Leader Member Exchange (LMX)theory teaches that

Communicating at Work

Communication, Culture, and Work

Listening

Verbal and Nonverbal Messages

Interpersonal Strategies and Skills

Principles of Interviewing

Effective Meetings

Developing and Organizing the Presentation

Verbal and Visual Support in Presentations

Delivering the Presentation

Types of Business Presentations

Filters

Exam 7: Leading and Working in Teams

Contingency approaches to leadership are based on the idea that each manager should develop one style of leadership and stick with it.

As a rule,virtual teams function best when members do not share personal thoughts or emotions.

The power to punish others is called coercive power.

Which of the following is NOT one of the characteristics of true teams (compared to less-productive groups)that Larson and LaFasto have identified?

A coach of a football team has found that players comply with his rules and policies because they appreciate the way he sincerely praises their individual efforts in front of the team.This coach possesses ________ power.

One important characteristic of groups is interdependence of members.

The Leader Member Exchange (LMX)theory teaches that the quality of leader-member relationships is set during the first week of acquaintance,and that once expectations are formed,they cannot be changed.

Which of the following is NOT a typical advantage of a group?

Which is NOT a symptom of groupthink?

According to Larson and LaFasto,unified commitment is one feature that distinguishes teams from groups.

Which of the following is NOT true about group norms?

Group norms are influenced by organizational culture.

You are likely to feel a strong sense of cohesiveness with your group when

Behaviors that members find irritating seem to vary from group to group,ranging from acting too serious to cracking too many jokes.

A "laissez-faire" manager

If a deadline is rapidly approaching,it would be wiser to assign a task to a group than to individuals.

You are present at the formation of a new group.You want to be considered for leadership in this group.Describe four or five behaviors you could pursue that would encourage the group to see you as a leader.For each behavior,tell why it would likely have the desired effect.

Virtual teams have the ability to transcend boundaries of location and time.

Virtual teams have become an integral part of today's workplace.Which of the following statements about virtual teams is FALSE?

The Leader Member Exchange (LMX)theory teaches that

Communicating at Work

Communication, Culture, and Work

Listening

Verbal and Nonverbal Messages

Interpersonal Strategies and Skills

Principles of Interviewing

Effective Meetings

Developing and Organizing the Presentation

Verbal and Visual Support in Presentations

Delivering the Presentation

Types of Business Presentations

Filters