Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
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 include:
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 isn’t 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 puts who or what in the driver’s seat of team effectiveness?
a. Leaders
b. Leadership
c. Management
d. Team members
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.
Multiple Selection
70. Outcomes of effective organizational teams include
a. Reduced productivity
b. Greater productivity
c. Less use of resources
d. Higher-quality end products
71. Parameters that define the term “team” in the text include
a. Interdependent members
b. Intradependent members
c. Need to coordinate efforts
d. Desire to collaborate
72. Workplace reliance on teams in modern workplaces is due in part to
a. Globalization
b. Flattening of organizational structures
c. Need to reduce stress in the workplace
d. Increasing need for hierarchical structures
73. Team-based and technology-enabled organizational structures
a. Are part of hierarchical organizations
b. Are found in organizations with flatter structures
c. Rely on teams using new and robust technology
d. Are found in organizations in the same geographical location
74. Distributive team leadership functions can be performed by
a. The formal team leader
b. A team member
c. Someone on another team
d. A collaborative member of another team
75. To achieve team effectiveness, the team leader must
a. Analyze internal situations
b. Analyze external situations
c. Ask team members their opinion
d. Implement appropriate responses
76. Which of the following are included in the types of leadership decisions to be made in Hill’s
model of team leadership?
a. Assess and define
b. Monitor or intervene
c. Task or relationship actions
d. Support or intervene
77. When I am monitoring the team by watching and assessing how the team is functioning as a
whole I am
a. Monitoring the internal environment
b. Monitoring the external environment
c. Monitoring the organizational resource environment
d. Monitoring the external team conflicts
78. Taking executive action that is remedial is
a. An internal action
b. An external action
c. An external monitoring process
d. A task or relationship internal action
79. Internal task-oriented leadership actions include
a. Goal focusing
b. Managing conflict
c. Networking
d. Facilitating decisions
80. The team leadership model
a. Can be applied in many types of teams
b. Can be applied in teams in many different types of organizations
c. Lacks applicability to structured teams
d. Lacks applicability to teams with leaders of variable skills
81. The critical function of a leader in the team leadership model is to help the team accomplish
its goals by
a. Using group development theory to apply correct actions
b. Taking fast action to avoid team conflict
c. Taking requisite action based on diagnostic factors
d. Monitoring and diagnosing the team
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
True/False
82. Current research on groups focuses more on team variables than exclusively on outcomes of
team performance.
a. True
b. False
83. Team goals need to be very clear.
a. True
b. False
84. Flatter organizations refer to the trend of shifting decision-making powers upward in the
organizational hierarchy.
a. True
b. False
85. The functional perspective on group leadership contends that the leader has a special
responsibility to do whatever is necessary to meet the needs of the group.
a. True
b. False
86. According to team leadership theory, individuals other than the formal leader can perform the
critical leadership functions.
a. True
b. False
87. Most experts agree that team leadership is a simple process.
a. True
b. False
88. A mistake commonly made is to call a work group a “team” but treat it as a collection of
individuals.
a. True
b. False
89. Effective team leaders need to have a wide repertoire of skills.
a. True
b. False
90. Networking and advocating are examples of external team leadership actions.
a. True
b. False
91. The team leadership model provides the leader or a designated team member with a mental
road map to diagnose team problems.
a. True
b. False
92. Teams with distributed leadership have some advantages over single leader teams.
a. True
b. False
93. In virtual teams, relational functions are more critical than in traditional, face-to-face teams.
a. True
b. False
94. If team goals are unclear, an internal relational intervention is needed to focus on building
commitment.
a. True
b. False
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
95. Leader effectiveness should be assessed along with team effectiveness in the team leadership
model.
a. True
b. False
Essay
96. Describe the monitoring function of team leadership. How does it change in a fast-paced
environment?
97. 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?
98. 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?
99. How can a leader create unified commitment on a team?
100. 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?
101. Gender is not mentioned as a relevant factor in this model, but has been mentioned in
previous 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?