Deck 4: Leadership and the Project Manager

Question 1

The facet of partnership that describes the requirement that every worker be responsible for defining the project's vision and goals is called:

A) Exchange of purpose.
B) A right to say no.
C) Joint accountability.
D) Absolute honesty.

Answer 1

A

Question 2

For the project manager, leadership is:

A) The process by which she influences the project team.
B) The process of assembling a group of individuals.
C) The process of building skills among all team members.
D) The process of maintaining control of the budget.

Answer 2

A

Question 3

Comment on the project profiles Aziza Chaouni and Her Project to Save a River and Dr. Elattuvalapil Sreedharan, India's Project Management Rock Star. What evidence is offered of project leadership skills in these vignettes?

Answer 3

The Aziza Chaouni profile speaks to the leadership skills of creating vision, taking a long-term (20 years for this project) view, and working with a diverse group of stakeholders. The success of Dr. Elattuvalapil Sreedharan is attributed in large part to his ability to create and articulate a clear vision, to hold team members accountable for both financial and temporal resources. He demonstrates transparency with all stakeholders, holds frequent communication meetings, and stresses punctuality, integrity, and professional competence as basic qualities for success.

Question 4

It is most important that a project manager:

A) Focuses on meeting daily challenges head on.
B) Focuses on meetings.
C) Remembers the overall picture, or goals, that define the project.
D) Operates on the boundary between strategy and tactics.

Question 5

The project management pearl of wisdom that declares, "If they know nothing of what you are doing, they assume you are doing nothing," means that:

A) Stakeholders must be communicated with on a continual basis throughout the project's development.
B) The duration of most projects is sufficiently long as to contain many days when no actual progress is being made.
C) The more complex a project is, the more likely that the client who will ultimately receive the project has no idea how it is being executed.
D) A project manager that holds lengthy progress meetings with his team will generally complete projects more successfully.

Question 6

The idea that all members of a project team have the ability to offer a contrary position in order to achieve true partnership between the project manager and the team is called:

A) Exchange of purpose.
B) A right to say no.
C) Joint accountability.
D) Absolute honesty.

Question 7

Which statement regarding the duties of leaders and managers is BEST?

A) Leaders embrace change while managers support the status quo.
B) Management is more about interpersonal relationships than leadership is.
C) Leaders aim for efficiency.
D) Managers aim for effectiveness.

Question 8

The authentic atmosphere of straightforwardness that is vital for project manager and team to function in can be described as:

A) Exchange of purpose.
B) A right to say no.
C) Joint accountability.
D) Absolute honesty.

Question 9

Which of these duties is more reflective of a leader's tasks?

A) Efficiency of operations
B) Delegation and maintaining
C) Motivation and inspiration
D) Marshalling resources

Question 10

Project team motivation comes primarily from:

A) The project manager.
B) The project champion.
C) Within each team member.
D) The project client's acceptance.

Question 11

Which statement regarding the duties of leaders and managers is BEST?

A) Leaders embrace the status quo while managers support change.
B) A manager's title is bestowed by the organization.
C) Leaders aim for efficiency.
D) Managers aim for effectiveness.

Question 12

Projects are often underfunded in the concept stage because:

A) The project requirements were deliberately understated.
B) There is complete trust in project managers by top management so more resources can be asked for at any time.
C) The project's goals are too clearly defined.
D) The project's top management sponsor is too influential.

Question 13

A common tactic project managers use when they realize their project is underfunded is to rely on:

A) Intimidation.
B) Political tactics.
C) Asking for forgiveness rather than permission.
D) The kindness of strangers.

Question 14

Task-oriented leadership behavior is characterized by:

A) Showing trust in project team members.
B) Acting friendly and supportive towards project team members.
C) Contributing to the completion of project assignments.
D) Recognizing the accomplishments of team members.

Question 15

Which of these is more characteristic of a leader?

A) Strive for control
B) Do things right
C) Demand respect
D) Inspire trust

Question 16

A more apt title for a project manager is:

A) Controller.
B) Comptroller.
C) Project director.
D) Project leader.

Question 17

In a partnership, each member of the project team is responsible for the project's outcomes and the current situation, whether it is positive or shows evidence of project problems. The term that BEST describes this responsibility is:

A) Exchange of purpose.
B) A right to say no.
C) Joint accountability.
D) Absolute honesty.

Question 18

Which of these behaviors is task-oriented?

A) Every Friday is ice-cream day at the job site; everyone gets a double dip of their favorite flavor.
B) The employee of the month plaque is updated monthly and placed in a prominent position near the checkout stand.
C) The dean reached into his pocket, extracted his money clip and peeled off $3,000, saying, "Why don't you pick out some window treatments for the office? Something nice."
D) When my computer broke, the project manager had it replaced immediately.

Question 19

Which of these lists of duties is more reflective of managerial tasks?

A) Creating vision and strategies
B) Problem solving
C) Long-term risk taking
D) Communication by word and deed

Question 20

Which of these is more characteristic of a manager?

A) Develop new processes
B) Originate
C) State their position
D) Focus on people

Question 21

Leadership may be part of a manager's job but other managerial roles are not necessarily part of a leader's job.

Question 22

Your author makes the statement that "Successful project managers must operate on the boundaries." Explain what is meant by this statement and provide an example.

Question 23

Leadership is an innate characteristic that some people have and some don't.

Question 24

The number one flaw that makes a project manager a poor leader is setting a bad example.

Question 25

Communicating is an important aspect of a project leader's job and what better way to do so than through project meetings! What purposes do project team meetings serve?

Question 26

The group maintenance behavior of gatekeeping helps to:

A) Increase and equalize participation.
B) Reduce tension and hostility.
C) Regulate behavior.
D) Increase comprehension.

Question 27

Group maintenance behavior would be exhibited by a project manager who:

A) Provides the necessary support and technical assistance.
B) Plans and schedules activities and resources appropriately.
C) Contributes to the completion of project assignments.
D) Works with subordinates to understand their problems.

Question 28

What can a project manager do to motivate project team members?

Question 29

One way to distinguish the two roles is to realize that leaders aim for efficiency while managers aim for effectiveness.

Question 30

The organizational factor that is most vital in preventing a project manager from being recognized as a leader is lack of resources.

Question 31

Which of these behaviors is indicative of group maintenance?

A) Stimulating communication
B) Clarifying communication
C) Process analyzing
D) Process structuring

Question 32

What are any four key differences between managers and leaders?

Question 33

The task-oriented behavior of summarizing accomplishes which specific outcome?

A) Check on understanding and assess progress.
B) Guide and sequence discussion.
C) Check on agreement.
D) Increase comprehension.

Question 34

Why are projects often underfunded in the concept stage?

Question 35

Based on a study of successful American project managers as perceived by project team members, the most important characteristic of a project manager is:

A) Visionary.
B) Good communicator.
C) Good motivator.
D) Leadership by example.

Question 36

Describe the four things that are necessary to promote the partnership idea between the project manager and the team.

Question 37

One reason projects are initially underfunded is because their requirements are sometimes deliberately understated.

Question 38

What are some ways project managers can acquire additional resources if they feel their project lacks sufficient support?

Question 39

Summarizing and consensus testing are two group maintenance behaviors that a project manager uses to show support for project team members.

Question 40

Project management is first and foremost:

A) A people management challenge.
B) A customer service challenge.
C) A perception management challenge.
D) A budget management challenge.

Question 41

The most important characteristic of a project leader is ability to inspire.

Question 42

A project manager must be able to shift temporal orientation from past, to present, to future.

Question 43

In a survey of thousands of managers within U.S. corporations, a significant majority felt that the most important characteristic of superior leaders is honesty.

Question 44

Pettersen's study of project managers found that most do not have the capacity to exercise power that derives from formal positional authority and therefore they must develop:

A) Project champions.
B) Cadres of trained professionals.
C) Effective influencing skills.
D) Efficient communications networks.

Question 45

Friendliness with a purpose describes:

A) Empathy.
B) Self-regulation.
C) Obsequiousness.
D) Social skill.

Question 46

What are the temporal skills discussed in the text and what impact would they have on a project manager's success?

Question 47

The authors draw a contrast between having a vision and fighting fires. Briefly describe these skills within the context of project management and support your position that one skill is more important than the other for a project manager.

Question 48

Define the concept of time orientation. What are its implications for project leadership behavior?

Question 49

Emotional intelligence is a more important measure of leadership effectiveness than technical skill, analytical ability, and intelligence.

Question 50

Someone with a polychronic preference functions in two different temporal orientations, such as past and present.

Question 51

The emotional intelligence element that implies having a deep understanding of one's own strengths and weaknesses, ego needs, drives, and motives is called:

A) Motivation.
B) Self-regulation.
C) Self-awareness.
D) Social skill.

Question 52

Which of these is the more meaningful measure of leadership effectiveness?

A) Subject matter knowledge
B) Emotional intelligence
C) Technical skill
D) Analytical ability

Question 53

What is emotional intelligence and why is it important for a project leader to possess?

Question 54

A large sample survey was used to ask a total of 2,615 managers within U.S. corporations what they considered to be the most important characteristic of effective leaders. The item that ranked #1 was:

A) Inspiring.
B) Honest.
C) Imaginative.
D) Dependable.

Question 55

Among the essential abilities for effective project managers identified by a survey of 58 firms on their project management practices and skills was:

A) Obfuscation.
B) Humor.
C) Speed.
D) Experience.

Question 56

What are the differences between task-oriented behavior and group maintenance behavior? Give three examples of each type of behavior.

Question 57

Project leader duties include present-oriented and future-oriented tasks, but do not include past-oriented tasks.

Question 58

If all the project management studies discussed in the text are synthesized, it quickly becomes apparent that the key to understanding leadership behavior is to focus on:

A) Where in the organizational hierarchy the project leaders are located.
B) Where in the organizational hierarchy the project team members are located.
C) Who the leaders are.
D) What the leaders do.

Question 59

Much research has been published regarding the important characteristics of effective leaders. What are five traits that surveys have found to be important and which of your five is most important?

Question 60

A project champion is:

A) A project manager that always completes projects within the allotted time frame.
B) A sponsor in top management that is keenly interested in the project's success.
C) A project manager that always completes projects within the allotted budget.
D) A project manager that always completes projects within the allotted time frame and under budget.

Question 61

The majority of a champion's time is spent performing the traditional project management duties of leadership, administration, obtaining resources, and coordination and control.

Question 62

Which of the following is a non-traditional role of a project champion?

A) Cheerleader
B) Leadership
C) Administrative
D) Control

Question 63

Champions bring a great deal of energy and emotional commitment to their project ideas, but:

A) Most organizations have an oversupply of this.
B) Cannot effectively be the manager of a project.
C) Often refuse to give up on a project that has completely failed.
D) Must spend an equal amount of time and effort discouraging other projects that compete for the same resources.

Question 64

A champion that is an engineer, scientist, or similar person who is the driving force behind an idea is termed a(n):

A) Creative originator.
B) Entrepreneur.
C) Godfather.
D) Sponsor.

Question 65

The traditional project champion duties of coordination and control are on display when the project champion:

A) Manages and runs the activities of the team.
B) Handles the important administrative side of the project.
C) Maintains a clear sense of purpose and a firm idea of what is involved in creating the project.
D) Provides the needed motivation for the team.

Question 66

A(n) ________ maintains a clear sense of purpose and a firm idea of what is involved in creating the project.

A) politician
B) ambassador
C) cheerleader
D) visionary

Question 67

Tim slapped together his first web page and proudly showed it to all his colleagues, pointing out what he thought were obvious and overwhelming advantages in simplicity and portability. His championing of web pages that he had read about in a trade journal ultimately shamed everyone else into adopting a web-based approach for all communication and cemented his status as a true:

A) Creative originator.
B) Entrepreneur.
C) Godfather.
D) Project manager.

Question 68

An entrepreneur type of project champion is the source of the idea and also the main sponsor.

Question 69

Which project champion role is least likely to be emphasized in the next project management article you read?

A) Leadership
B) Ambassador
C) Administrative
D) Technical

Question 70

Classic project champions are often more comfortable:

A) Performing traditional project activities.
B) Avoiding their projects during the early stages.
C) Avoiding their projects through the final stages.
D) Performing nontraditional project activities.

Question 71

A project manager may also be the project champion.

Question 72

Michael wants to carry out his mentor's long-range strategic vision of expanding the company's customer base by entering the casino business in Las Vegas. He issues a series of memos that explain the importance of these projects and makes sure that all necessary resources are at the disposal of the project management team, which is fortunate to have such a(n):

A) Creative originator at the helm.
B) Entrepreneur.
C) Godfather.
D) Project manager.

Question 73

Which of the following is a traditional duty of a project champion?

A) Cheerleader
B) Visionary
C) Politician
D) Technical understanding

Question 74

Risk taking can be encouraged in an organization by:

A) Seeking out projects that stand little chance of success.
B) Avoiding the inclination to punish failure.
C) Promotion of workers that are ill-equipped to lead projects.
D) Demoting project managers that are too conservative.

Question 75

A project manager puts on his "nontraditional hat" and smoothly works the room, networking among functional managers and attempting to secure their cooperation with the project. This nontraditional role is BEST described as that of a(n):

A) Ambassador.
B) Politician.
C) Cheerleader.
D) Visionary.

Question 76

The administrative duty is BEST described by:

A) Managing and controlling the activities of the team.
B) Gaining access to the necessary resources to ensure a smooth development process.
C) The ability to provide leadership for the project team.
D) Handling the important executive side of the project.

Question 77

Your professor (yes, that person that has been informing and entertaining you for the past few weeks) has tirelessly advocated for a project management class. When the Dean and most of the rest of the faculty said "no," your professor took the case for project management to the streets, ultimately securing it on the schedule this semester. The project management term that BEST describes your professor's role is:

A) Director.
B) Advocate.
C) Instigator.
D) Champion.

Question 78

What is a project champion and why is it important to have one?

Question 79

There is a significant chance that the project can be executed successfully but if it can't, the project manager and team may be updating their resumes. This champion can BEST be described as a(n):

A) Administrator.
B) Ambassador.
C) Risk taker.
D) Visionary.

Question 80

Providing the needed motivation for the project team is a nontraditional duty of a project champion.