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51. Team effectiveness is evaluated on these desired team outcomes: ______.
A. performance and development
B. norming and forming
C. technical and empathetical
D. controlling and delegating
52. Characteristics of team effectiveness include all of the following except ______.
A. unified commitment
B. relationship-driven structure
C. external support
D. collaborative climate
53. Internal relational leadership actions include all of these except ______.
A. collaborating: including, involving
B. managing conflict and power issues
C. building commitment
D. networking and forming alliances
54. Which of the following is not one of the characteristics of team excellence, according
to Larson and LaFasto?
A. results-driven structure
B. collaborative climate
C. authoritative leadership
D. clear, elevated goal
55. External leadership actions are considered ______.
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A. relational
B. environmental
C. leadership decisions
D. task
56. What scholar(s) provided grounded research support for the group effectiveness
approach?
A. Hackman and Walton
B. McGrath
C. Larson and LaFasto
D. Hill
57. Hill’s model for team leadership suggests what number of leadership decisions a
leader must make before taking leadership actions?
A. 4
B. 3
C. 7
D. 5
58. McGrath suggests preventing deleterious changes as part of ______.
A. monitoring/internal
B. executive action/internal
C. monitoring/external
D. executive action/external
59. Team leadership research started focusing on more than just outcomes in the
______.
A. 1990s
B. 1960s
C. 1980s
D. 1970s
60. A criticism of the team leadership model is ______.
A. it does not place the ongoing work group in an environmental context
B. it neglects to account for the changing roles of leaders in organizations
C. it is too complex and is not practical for a growing number of team leaders
D. it does not help in selecting team leaders
61. What scholar(s) studied real-life successful teams and found eight characteristics
that were consistently associated with team excellence?
A. Hackman and Walton
B. Hill
C. Larson and LaFasto
D. McGrath
62. The team leadership model has been criticized for ______.
A. only applying to non-profit organizations
B. failing to recognize external environmental factors
C. being overly complex
D. ignoring the idea that leadership can be shared
63. Team leaders need to construct a mental model to ______.
A. identify problems and solutions within the team
B. take simple problems and find hidden complexities
C. improve their communication skills
D. give team members the role of problem solving
64. Liz is a team leader at a local grocery store. Recently, her boss said that she needs
to address the negative attitudes of employees. To try and fix this problem, she has
begun awarding gift-cards to employees who have great attitudes. What internal
leadership intervention is Liz addressing?
A. managing conflict
B. facilitating decisions
C. goal focusing
D. satisfying needs
65. According to McGrath, “taking remedial action” is part of ______.
A. executive action/external
B. executive action/internal
C. monitor/external
D. monitor/internal
66. Internal task leadership actions include all of the following except ______.
A. collaborating
B. goal focusing
C. structuring for results
D. organizing
67. What model attempts to integrate mediation and monitoring concepts with team
effectiveness?
A. team leadership model
B. critical leadership functions model
C. group effectiveness model
D. team excellence model
68. Forecasting environmental changes fits into what quadrant of the critical leadership
functions?
A. monitor/internal
B. monitor/external
C. executive action/internal
D. executive action/external
69. Examples of organizational teams can include all of the following except ______.
A. task force
B. work unit
C. quality team
D. project manager
70. Contemporary organizations are relying more and more on teams for all of the
following reasons except ______.
A. increasingly complex tasks
B. flattening of organizational structures
C. more globalization
D. lack of leadership potential
71. An angel investor just provided the financial capital for you to start up a new crop
science technology company. You decide to set up your new business using a team-
based structure because research shows this organizational design, done effectively,
will lead to all of the following except ______.
A. better quality products
B. greater innovation
C. less waste of resources
D. less need for leadership
72. William was recently hired as international relations manager for a large animal
nutrition company. He set up several virtual teams to represent various global regions.
William should expect which of the following to happen?
A. to spend little of his time leading these employees
B. less collaboration among these employees
C. challenges in building trust among teammates
D. increases in company travel costs due to this structure
73. Hill’s model of team leadership requires a leader to consider all of the following
questions to improve team effectiveness except ______.
A. Which of my personal values are being impacted?
B. What type of intervention should be used?
C. At what level should the intervention be targeted?
D. What leadership function should be implemented?
74. The two types of internal leadership actions in Hill’s model of team leadership are
reminiscent of the two dimensions in ______.
A. George’s Authentic Leadership Model
B. Bass’s Transformational Leadership Theory
C. Blake and Mouton’s Leadership Grid
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D. Katz’s Skills Approach Model
75. Ana is leading an effective team of youth development educators during a
particularly stressful time of year when the team must submit year-end government
reports by the end of the week. Ana goes to a networking event and overhears that her
regional director is retiring next year and a shift in personnel is expected. Ana decides
not to share that gossip with her team right away. She is demonstrating ______.
A. advocating, an external environmental action
B. buffering, an external environmental action
C. managing conflict, an internal relational action
D. maintaining standards of excellence, an external leadership action
76. Niko is a member of a five-person community action team to address natural
resource issues in his region. He notices that every time the team meets, members do
not listen respectfully to each other. According to Hill’s model of team leadership Niko
should ______.
A. report this dynamic to his supervisor who can bring more authority to the situation
B. dismiss himself from the team and return when conditions are better
C. step up into a leadership role and use coaching behaviors to address internal
relations
D. change the structure and goals of the team in order to align tasks better
77. Internal task oriented leadership actions include ______.
A. networking
B. modeling ethical principles
C. advocating for the team
D. facilitating decision making
78. A “team” is more than an organizational group, in that a team is composed of
______.
A. members who are interdependent
B. members who are experienced facilitators
C. members who meet face-to-face
D. members who are independent
79. External support and recognition suggests that organizational rewards ______.
A. are unnecessary in team-based work
B. should be targeted at specific individuals on teams
C. should be given to whole teams in recognition of collective accomplishments
D. are best bestowed upon formal team leaders so others can strive for excellence
80. In Hill’s model of team leadership, a line connects Leadership Decisions with Team
Effectiveness. This represents ______.
A. the continuous process of gathering and analyzing data about the team for decision
making
B. the permission to for the leader to take a “do nothing” approach on effective teams
C. the notion that leadership decisions are ultimately external in nature
D. the bottom line reality that leadership actions do not correlate with team performance
1. Flatter organizations refer to the trend of shifting decision-making powers upward in
the organizational hierarchy.
2. According to team leadership theory, individuals other than the formal leader can
perform the critical leadership functions.
3. Most experts agree that team leadership is a simple process.
4. A mistake commonly made is to call a work group a “team” but treat it as a collection
of individuals.
5. Hill’s model for team leadership outlines a total of seven leadership actions.
6. Networking and advocating are examples of external team leadership actions.
7. The team leadership model provides the leader or a designated team member with a
mental road map to diagnose team problems.
8. Teams with distributed leadership have some advantages over single leader teams.
9. In virtual teams, relational functions are more critical than in traditional, face–to-face
teams.
10. If team goals are unclear, an internal relational intervention is needed to focus on
building commitment.
1. Name and give a brief description of two characteristics of team excellence as
identified by Larson and LaFasto.
2. Effective team performance is said to begin with the leader doing what?
3. What are the three decisions a leader must make as he or she strives for team
effectiveness?
4. The communications director for a national political candidate noticed that the
campaign’s speechwriting team was feeling unmotivated and underappreciated
because no one at campaign headquarters had ever recognized them for their hard
work. The communications director decided to produce a series of short, fun videos
profiling each speechwriter and shared it with top campaign officials in order to better
connect the team to powerful people in the organization. This is an example of what
kind of leadership action?
5. Name a theory or approach studied in our textbook that you feel most closely aligns
with the team leadership approach. Give a one-sentence justification of your response.
1. Describe the monitoring function of team leadership. How does it change in a fast–
paced environment?
2. Much of the effectiveness of the team leadership model depends on accurate
diagnoses of team problems. What skills does this require? What can a leader do to
improve skill in this area?
3. How does management of virtual teams differ from face–to-face teams? Do all parts
of the team leadership model apply as well to virtual teams?
4. How can a leader create unified commitment on a team?
5. Hypothetically, the decision-making steps involved in the team leadership model
could be done by any member of the team. Under what conditions would a team need
to have more than just the leader monitoring and intervening?
6. Gender is not mentioned as a relevant factor in this model, but has been mentioned
in other chapters of our textbook. How would Watson and Hoffman (2004) predict that
male and female leaders would be perceived when using the team leadership model?
What would you predict?