Deck 11: Skills for Developing Others

Question 1

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

Answer 1

False

Question 2

Research shows that followers are significantly happier when their leaders frequently delegate tasks.

Answer 2

False

Question 3

Making the assignment clear and specific is among the principles of effective delegation.

Answer 3

True

Question 4

Morale is at the top of the Rocket Model of Team Effectiveness.

Question 5

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

Question 6

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

Question 7

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

Question 8

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

Question 9

The morale component of the Rocket Model is the most difficult component to observe and evaluate.

Question 10

Specific goals are less effective than general goals because they lack flexibility.

Question 11

Providing both positive and negative feedback is more useful than providing only positive or negative feedback alone.

Question 12

Forging a partnership is the first step in informal coaching.

Question 13

Any type of team-building intervention will address and remove the underlying causes of team problems.

Question 14

Organizational goals are more likely to be achieved if there is commitment at both the top and the bottom of the organization.

Question 15

To maximize the impact of feedback,people should provide feedback to groups instead of specific individuals.

Question 16

According to the Rocket Model,after the team norms and buy-in issues have been addressed,leaders should work with team members to sort out mission and talent issues.

Question 17

Easy goals rarely lead to high levels of performance.

Question 18

Effective coaches regularly assess their relationships with followers and review their followers' development.

Question 19

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

Question 20

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

Question 21

Which of the following would LEAST likely improve a leader's feedback skills?

A) Being flexible
B) Being critical
C) Being descriptive
D) Being specific

Question 22

How does delegation most likely strengthen the organization?

A) By developing valuable customers
B) By utilizing more virtual teams
C) By monitoring quality control
D) By stimulating innovation

Question 23

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

A) Power
B) Morale
C) Vision
D) Buy-in

Question 24

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

A) Sometimes supervisors hesitate to use positive feedback because they believe subordinates will view it as insincere.
B) Leaders may give positive feedback infrequently if they believe good performance is expected.
C) Research shows that subordinates believe their leaders give more feedback than their leaders think they do.
D) Followers will most likely perform at a higher level if they are given accurate,frequent feedback.

Question 25

When giving performance feedback privately to a subordinate,what should a leader most likely emphasize?

A) Positive behaviors and results
B) Developmental opportunities
C) Inadequacies and misbehaviors
D) Necessary changes for the future

Question 26

What is the first step of effective delegation?

A) Establishing a specific timeframe
B) Deciding what activity to hand over
C) Determining the objectives of the task
D) Choosing an individual for the assignment

Question 27

Goals are most effective when they are:

A) vaguely worded.
B) challenging.
C) general.
D) easy.

Question 28

What should a coach most likely do to help a follower stick to a development plan?

A) Conduct a GAPS analysis
B) Establish long-term objectives
C) Schedule regular reflection sessions
D) Delegate simple and challenging tasks

Question 29

What is the first step in the coaching model developed by Peterson and Hicks?

A) Determining what task to assign
B) Creating a long-term development plan
C) Conducting a gaps-of-the GAPS analysis
D) Establishing a relationship based on trust

Question 30

The first requirement for a team intervention to be successful is:

A) brainstorming a range of positive feedback techniques.
B) raising awareness about how teams really work.
C) providing instrument-based team feedback.
D) practicing behaviors with team role play.

Question 31

According to the Rocket Model,the first step to building high-performing teams is to:

A) identify the constituencies affecting the team.
B) evaluate team and individual goals.
C) build buy-in for the program.
D) establish expected norms.

Question 32

The power component of the Rocket Model most likely relates to a team's:

A) leadership style.
B) commitment.
C) accountability.
D) resources.

Question 33

Which of the following is most likely a true statement about feedback?

A) Feedback should focus on facts rather than inferences.
B) Overly descriptive feedback is too complex to be useful.
C) Feedback is ineffective if given too soon after the behavior occurs.
D) Providing both positive and negative feedback during one session is contradictory.

Question 34

Teams with high levels of morale most likely:

A) accomplish goals with limited resources.
B) handle interpersonal conflict effectively.
C) require few one-one-one meetings.
D) delegate responsibilities frequently.

Question 35

Based on the norms component of the Rocket Model,which statement is most likely FALSE?

A) If the team or team leader is not explicit about setting the rules that govern team behavior,norms will simply evolve over time.
B) Norms about how often and how long the team meets should be driven by the team's purpose and goals.
C) The most important team norms relate to decision making,communication,and accountability.
D) Leaders should address norms before discussing the context or mission components.

Question 36

When delegating an assignment,which of the following questions is LEAST relevant to address?

A) How has the task been accomplished in the past?
B) What are the limits of the subordinate's authority?
C) How does the task relate to industry standards?
D) What sources of help are available?

Question 37

According to the Rocket Model,which of the following would LEAST likely build buy-in?

A) Developing a compelling vision or purpose for the team
B) Involving team members in the rule-setting process
C) Exhibiting a high level of personal consideration
D) Establishing the credibility of the team leader

Question 38

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

A) eliminating competition.
B) encouraging teamwork.
C) measuring progress.
D) delegating tasks.

Question 39

Which of the following is a common reason that leaders avoid delegation?

A) Subordinates are too busy.
B) The task is too insignificant.
C) The costs are too extensive.
D) Subordinates are too unskilled.

Question 40

Which statement about delegation is most likely FALSE?

A) Delegation is a simple way for leaders to free themselves of time-consuming chores.
B) Delegation is an overused management option that frustrates most followers.
C) Delegation increases the number of tasks accomplished by work groups.
D) Delegation gives followers developmental opportunities.

Question 41

Discuss the steps and principles of effective delegation.

Question 42

Why do leaders use the Rocket Model? What information can the model provide?

Question 43

Many leaders avoid delegation and coaching because of the assumption that such activities are time consuming.Are these concerns valid? Why or why not?

Question 44

Why is it important to provide timely feedback? Why should a leader give both positive and negative feedback?

Question 45

What are the characteristics of effective goals? How can leaders and organizations improve the chances that followers will accomplish their goals?

Question 46

What are three reasons that delegation is important?

Question 47

Define the term delegation.

Question 48

What is involved with providing constructive feedback? Why is constructive feedback important for subordinates?

Question 49

Describe the five steps of coaching.

Question 50

Briefly describe the components of the Rocket Model of Team Effectiveness.