Q&A Hero

Q: A team is a collection of people who must rely on group cooperation to achieve its goals. a. True b. False

Q: Healthy group development involves creating an environment in which people can disagree without being disagreeable. a. True b. False

Q: Groups that are very congenial, agree on goals and feel like a team, will always succeed. a. True b. False

Q: Internal power struggles and failure to achieve goals can prevent group cohesiveness. a. True b. False

Q: Group norms are always positive. a. True b. False

Q: In an effective team, norms are interrelated and supportive of an organizations goals. a. True b. False

Q: The more alike group members are in age, background, value systems, education, and personality type, the more similarly they see things. a. True b. False

Q: The ideal size for a fact-finding group is larger than that of a problem-solving group. a. True b. False

Q: The size of a group has no effect on its effectiveness. a. True b. False

Q: In groups, every member is allowed total responsibility for the project. a. True b. False

Q: A limitation of groups is that they can encourage social loafing. a. True b. False

Q: Being a member of a high performing, problem solving task force brings out feelings of insecurity in individuals. a. True b. False

Q: Groups rarely result in synergy. a. True b. False

Q: A major advantage of groups is that they provide an opportunity for members to satisfy security and relationship needs. a. True b. False

Q: In the performing stage of group development, the group engages in joint problem solving. a. True b. False

Q: In the storming stage of group development, supervisors should react to conflict by suppressing it. a. True b. False

Q: The forming stage of group development is typically a period of conflict and organization. a. True b. False

Q: According to Tuckmans stages of group development, a team will never regress to a previous stage. a. True b. False

Q: Informal groups help members meet affiliation and social needs. a. True b. False

Q: A virtuoso group is an example of an informal group. a. True b. False

Q: Self-managed work teams operate by member consensus rather than management direction. a. True b. False

Q: Committees and task forces are examples of formal groups. a. True b. False

Q: Formal groups are shown on the organization chart. a. True b. False

Q: Informal groups are those formed by the management of an organization. a. True b. False

Q: The larger the group, the easier it is for members to interact with each other. a. True b. False

Q: One basic concept about groups is that they are always supportive of organization goals. a. True b. False

Q: A group is considered to be two or more people who communicate and work together occasionally. a. True b. False

Q: Synergy is a concept that states that the whole is greater than the sum of its parts. a. True b. False

Q: Changing an organization's people involves revising reward systems and managerial leadership. a. True b. False

Q: Employees are more likely to support a change if it affects them adversely. a. True b. False

Q: Changing the organizations people may require also changing the recruiting and selection policies and procedures of that organization. a. True b. False

Q: According to the systems concept, a change in one organizational element is likely to affect other elements. a. True b. False

Q: Organizational effectiveness results from activities that improve the organization's structure, technology, and people. a. True b. False

Q: It is impossible for an organization to plan for change. a. True b. False

Q: Internal and external change forces are never inter-related. a. True b. False

Q: New organizational initiatives and goals are examples of internal change forces. a. True b. False

Q: An organization should change to meet external environmental changes, but should resist any changes that affect the organization internally. a. True b. False

Q: An example of an internal force change would be shifting the goal of an organization from short-run profit to long- term growth. a. True b. False

Q: Management has absolute control over external change forces. a. True b. False

Q: Forces causing change come from both outside and inside an organization. a. True b. False

Q: Describe what emotional intelligence is, and the skills that are associated with an emotionally intelligent individual.

Q: Describe the core leadership functions.

Q: Discuss the paradox of servant leadership. What are some characteristics of servant leadership?

Q: Describe the difference between transformational and transactional leadership.

Q: Contrast developmental leadership and heroic leadership.

Q: Discuss how a supervisor could use the Tannenbaum and Schmidt leadership continuum to decide how much to involve employees in decision making.

Q: Distinguish between task behaviors and relationship behaviors. How are these factors related to employee readiness?

Q: Which two concerns are described in the Leadership Grid ? Describe five combinations of these concerns.

Q: Define readiness level. What are the factors affecting an individual's readiness level?

Q: Compare and contrast the assumptions of Theory X and Theory Y.

Q: What are the three factors influencing the choice of leadership style?

Q: Which of the following is NOT a component of emotional intelligence? a. Self-awareness b. Motivation c. Empathy d. Self-conceit

Q: Research has shown that is (are) the most important ingredient of excellent leadership performance. a. control b. emotional intelligence c. I.Q. d. technical skills

Q: is (are) best defined as the assortment of skills and characteristics that influence a person's ability to succeed as a leader. a. Theory Y assumptions b. Leadership Grid factors c. Emotional intelligence d. Transactional leadership

Q: Enabling others to move toward the organizational vision is: a. promoting quality. b. visioning. c. coaching. d. empowering.

Q: Servant leaders: a. rely more on persuasion rather than using their positional authority. b. use the same management strategies as heroic leaders. c. have a high need for influence and control. d. give more importance to their own welfare than the group's welfare.

Q: The paradox of involves toughness and tenderness, putting the well-being of the group before the individual. a. Theory X leadership b. heroic management c. servant leadership d. structuring and telling leadership

Q: In (a)n , organizational members take a hard look at the past to identify what to hold on to, while deciding what needs to go. Employee participation in the change process is the key. a. transactional leadership b. autocratic leadership c. adaptive leadership d. theory X leadership

Q: Which of the following is true about transactional and/or transformational leadership? a. Leaders showing a transactional style convert followers into leaders. b. Leaders can demonstrate both transactional and transformational leadership behaviors. c. Transactional leaders use unorthodox management strategies. d. Transformational leaders use traditional management strategies.

Q: Which of the following statements is true? a. Transactional leadership is based on the premise that leaders can reward employees who meet their objectives. b. A leader can demonstrate either transactional or transformative leadership behavior but not both. c. Transformational leadership exists only at the top level of management. d. Transformational leadership can result in lower-order improvements, but if one wants higher-order improvements, transactional leadership is needed.

Q: is a traditional leadership approach and is similar to an exchange process. a. Transactional leadership b. Developmental leadership c. Transformative leadership d. Country club leadership

Q: Transformational leadership is closely related to: a. transactional leadership. b. team leadership. c. informational leadership. d. contemporary leadership.

Q: Which of the following is not a characteristic shown by a developmental manager? a. Shared leadership b. Developing individual skills c. Absolute responsibility and control d. Shaping a common vision

Q: is the goal of a developmental leader. a. Achieving personal objectives rather than the group's objectives b. Building heroes c. Withholding leadership from followers d. Being a hero

Q: Which of the following is not a characteristic of heroic managers? a. They want to know at all times what is going on. b. They should be able to solve any problem. c. They should be the only ones responsible for how their departments work. d. They have limited or no technical expertise.

Q: have a great need for control and want to run things. a. Heroic managers b. Theory Y managers c. Developmental managers d. Country club managers

Q: is an approach that helps groups to evolve effectively and to achieve highly supportive, open, creative, committed, high-performing membership. a. Theory X leadership b. Transactional leadership c. Developmental leadership d. Autocratic leadership

Q: The long-run trend in U.S. industry is for managers to use a . a. Theory X approach. b. more participative approach. c. structuring and telling style. d. 9,1 authority-compliance management style.

Q: According to Tannenbaum and Schmidt's leadership continuum, the greater the authority used by a supervisor, _____. a. the larger the area of freedom for employees. b. the more participative his or her leadership style is. c. the smaller is the area of freedom for employees. d. the lesser is the autocratic style of his or her leadership.

Q: The delegating leadership style proposed by Hersey and Blanchard that is appropriate for exceptionally capable and ready individuals is characterized by a: a. high task, low relationship. b. high task, high relationship. c. low task, high relationship. d. low task, low relationship.

Q: Which of the following is characteristic of the participating and supporting style of leadership proposed by Hersey and Blanchard? a. High task, low relationship b. High task, high relationship c. Low task, high relationship d. Low task, low relationship

Q: The structuring and telling leadership style implies: a. high task and high relationship. b. high task and low relationship. c. high relationship and low task. d. low relationship and low task.

Q: involves clarifying the job, telling people what to do, how to do it, and when. a. Task behavior b. Relationship behavior c. Participative behavior d. Autonomous behavior

Q: According to the life cycle theory of leadership, involves providing people with support, giving them positive feedback, and asking for their opinions and ideas. a. task behavior b. autocratic behavior c. relationship behavior d. egoistic behavior

Q: The Situational Leadership Model shows the relationship between: a. the higher and lower needs of the employees. b. the higher and lower needs of the supervisors. c. the ambitions of the supervisor and the organizational objectives. d. the readiness of followers and the leadership style.

Q: If a manager scores 9,9 on the Leadership Grid, then he or she is said to demonstrate: a. a high concern for people and a low concern for results. b. a high concern for both people and production. c. a low concern for people and a low concern for results. d. impoverished management.

Q: According to the Leadership Grid, a supervisor who has high concern for both production and people would be using a style of leadership referred to as: a. task management. b. country club management. c. impoverished management. d. team management.

Q: Based on the the Leadership Grid, opportunistic management occurs when: a. people remain in the same grid style. b. personal gain is never thought of. c. people shift to whatever grid style is needed to gain maximum advantage. d. effort is given only for an advantage of organizational gain without any concern for personal gain.

Q: According to the Leadership Grid, if a supervisor uses a middle of the road management leadership style, he or she: a. shows primary concern for people and little concern for production. b. places equal emphasis on people and production. c. has little concern for people or production. d. structures the work, delegates as little as possible, and usually is an autocrat in getting work accomplished.

Q: According to the Leadership Grid, a supervisor who is primarily concerned with production, and shows little concern for people would be using a style of leadership referred to as: a. task management. b. country club management. c. impoverished management. d. team management.