Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Multiple Choice
1. Teams that meet face-to-face
a. Are more effective than virtual teams
b. Are less effective than virtual teams
c. Can be equally as effective as virtual teams
d. Often encounter more interpersonal issues than virtual teams
2. The definition of what constitutes a team
a. Is easily defined
b. Is defined the same way by all organizations
c. Continues to evolve
d. Has been defined the same way for a century
3. Organizational teams have been the focus of many studies in order to
a. Determine the skill level of the team members
b. Find ways to help less capable members still succeed
c. Support organizational distribution of workload
d. Find strategies for maintaining a competitive advantage
4. An advantage that effective teams can bring to organizations is
a. Higher-quality leader and follower exchanges
b. Reduction in overtime worked
c. More innovative and creative success
d. Cost benefits
5. The traditional authority structure in organizations
a. Provides a safety net for teams
b. Often does not support lateral decision making
c. Can enhance the team culture
d. Often leads to successful, creative teamwork
6. Teamwork as described in the text is
a. Lateral decision making
b. Vertical decision making
c. Hierarchical decision making
d. Team leader decision making
7. The term heterarchy refers to
a. The power struggles in teams
b. The shifts in power from team member to top leadership
c. The coercive power shifting in teams
d. The dynamic power shifting in teams
8. Heterarchy leads to positive outcomes
a. For all team members
b. For team members who want power
c. If team members find heterarchy legitimate
d. If the top leader makes the final decision
9. Teamwork success requires
a. Organizational culture based on authoritarian decision making
b. Organizational culture based on position
c. Organizational culture that is easy to change
d. Organizational culture that supports lateral decision making
10. Day et al. refer to shared leadership as
a. Leader distributive method
b. Follower empowerment
c. Team leadership capacity
d. Shared leader capacity
11. A benefit of shared leadership compared with a non-shared leadership process is
a. More cohesion
b. More challenges
c. More conflict
d. More disruption
12. A disadvantage of shared leadership is
a. There are no disadvantages
b. It involves risk
c. It takes more time
d. Leaders do not like this process
13. In the team leadership model, the leader’s job is
a. Take action for all problems
b. Solve team member conflicts
c. Monitor and take appropriate action
d. Use the team as a personal support system
14. When the leader sees and interprets the team’s experiences in organizational context it is
called
a. Requisite variety
b. Leader complexity
c. Behavioral flexibility
d. Mental model
15. I am a leader who carefully watches the complexity of the situation and takes appropriate
actions. I am using
a. Requisite variety
b. Mental modeling
c. Environmental actions
d. Social modeling
16. The leader must match appropriate behaviors with a team member’s problem. This is similar
to the basic concepts in which theory?
a. Leader-member exchange
b. Situational approach
c. Authentic leadership
d. Servant leadership
17. What are the two critical functions of team effectiveness in Hill’s model?
a. Development and analysis
b. Performance and leader outcomes
c. Leadership outcomes and analysis
d. Performance and development
18. In Hill’s Team Leadership Model, the cohesiveness of the team and the ability of team
members to satisfy their own needs while working effectively with other team members defines
a. Development
b. Commitment
c. Recognition
d. Results-driven leadership
19. Which of the following is not one of Hackman’s six enabling conditions of effective team
functioning?
a. Real team
b. Clear conduct norms
c. Compelling purpose
d. Collaborative climate
20. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “clear norms of conduct”?
a. Compelling purpose
b. Unified commitment
c. Standards of excellence
d. Competent team members
21. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “team focused coaching”?
a. Compelling purpose
b. Principled leadership
c. Standards of excellence
d. Competent team members
22. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “real team”?
a. Results-driven structure
b. Unified commitment
c. Standards of excellence
d. Supportive organizational structure
23. Our team leader outlined the objectives of our new project and identified our expected
outcomes. Our leader was using which characteristic of team excellence?
a. Clear, elevating goal
b. Clear norms of conduct
c. Collaborative climate
d. Principled leadership
24. Our emergency room medical team has clear tasks for each member, a code of conduct we
implement each day, and a group that functions well together. Our team is displaying which
characteristic of team excellence?
a. Clear, elevating goal
b. Results-driven structure
c. Collaborative climate
d. Principled leadership
25. Our team has just the right mix of people with complementary skills and strengths. Our team
is displaying which characteristic of team excellence?
a. Standards of excellence
b. Clear norms of conduct
c. Competent team members
d. Principled leadership
26. Our food product development team has an excellent sense of team unity and employs a
spirit of camaraderie in daily operations together. Which characteristic of team excellence is our
team displaying?
a. Results-driven structure
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
27. I enjoy working with this team because we all trust each other and respect what each person
brings to the team. Which characteristic of team excellence am I displaying?
a. Collaborative climate
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
28. We all feel committed to do our best because as a team we created our code of conduct and
performance criteria together. Which characteristic of team excellence is our team displaying?
a. Results-driven structure
b. Standards of excellence
c. Real team
d. Unified commitment
29. Our organization provides us with the resources we need to complete our team projects and
has a generous bonus system if we exceed standards and meet deadlines. Which characteristic of
team excellence is our organization displaying?
a. Results-driven structure
b. Internal support and recognition
c. External support and recognition
d. Collaborative climate
30. I am a leader who is focused on influencing the team in positive ways to be effective. Which
characteristic of team excellence am I displaying?
a. Results-driven structure
b. Compelling purpose
c. External support and recognition
d. Principled leadership
31. The principled leadership characteristic of team excellence is central to team effectiveness,
influencing the team through four processes. Which is not one of these processes?
a. Cognitive
b. Collaborative
c. Motivational
d. Coordination
32. Slow-to-act leaders might affect the team by
a. Increased positional leadership
b. Decreased decision effectiveness
c. Encouraging team members to emerge as leaders
d. Preventing problems from getting out of control
33. The team I am leading is in conflict with constant infighting and little focus on the project’s
goals. I should take
a. External task action
b. Internal task action
c. Internal relational action
d. External environmental action
34. My team gets along well with one another and has worked together for a long time and
consistently exceeded its goals despite recent changes in our company. Recently, the
organization has made some reporting structure changes and has had to reduce the workforce
from budgetary constraints on the company. Applying McGrath’s critical leadership functions, I
need to
a. Do internal monitoring
b. Take internal executive action
c. Do external monitoring
d. Take external executive action
35. External environmental actions include
a. Coaching
b. Structuring for results
c. Modeling principles
d. Advocating
36. What needs to happen for the team to effectively perform and to have solid development?
a. Leadership decisions must monitor or take action
b. Leadership decisions must be centered on internal action only
c. Leadership decisions must be centered on external action only
d. Leadership decisions must monitor internal environmental actions
37. When a leader uses skills to improve the task performance effectiveness of the team he is
using
a. Environmental leadership monitoring processes
b. External leadership action processes
c. Internal relational leadership actions
d. Internal task leadership actions
38. I am using controlling, coordinating, mediating and synthesizing as I focus on issues to help
the team complete goals. Which type of leadership decision making am I using?
a. Internal relationship actions
b. External relationship actions
c. Internal task actions
d. Environmental assessment actions
39. One of my team members constantly has his ideas minimized by other group members. He
appears disheartened and has withdrawn from the team brainstorming processes. I should
employ which internal relational leadership action with this team?
a. Goal focusing
b. Satisfying individual member needs
c. Modeling ethical practices
d. Buffering team members from environmental distractions
40. Negotiating upward to secure necessary resources, support, and recognition for the team is an
example of
a. An external environmental leadership action
b. A relational external leadership action
c. A task internal leadership action
d. A relational internal leadership action
41. When the leader assessment of the team has determined that the team is functioning well,
what should the leader do?
a. Take appropriate action
b. Nothing
c. Monitor the internal and external environments
d. Provide relational coaching
42. One strength of the team leadership model is
a. Its complexity
b. Changes in leaders disrupt the team process
c. Its prescriptive nature
d. Its application to real-life organizations
43. Which of the following is not a strength of the team leadership model?
a. Its complexity
b. It provides a cognitive guide to aid leaders in maintaining effective teams
c. Shared leadership works for all team members’ skill levels
d. It provides for a shared leadership model in organizations
44. Which of the following is not a criticism of the team leadership model?
a. Its complexity
b. It includes only a partial list of skills leaders might use to make team decisions
c. Shared leadership might not work for all team members’ skill levels
d. It provides a cognitive guide to aid leaders in maintaining effective teams
45. According to team leadership theory, the leader is primarily
a. An analyst for diagnosing group deficiencies.
b. A medium for processing information.
c. A forecaster for anticipating environmental changes.
d. A judge for establishing acceptable procedures.
46. In team leadership theory, two of the leader’s primary decisions are
a. To build a vision and implement change.
b. To monitor or take action.
c. To be a role model and an innovator.
d. To organize and to control.
47. McGrath describes diagnosing group deficiencies as part of
a. Monitoring/internal.
b. Executive action/internal.
c. Monitoring/external.
d. Executive action/external.
48. For leaders, McGrath’s critical leadership functions do not include which type of group
leadership function?
a. Diagnosing group deficiencies
b. Preventing deleterious changes
c. Negating remedial action
d. Forecasting environmental changes
49. According to Zaccaro, principled leadership influences team effectiveness through these
processes:
a. Supporting, controlling, delegating, and directing.
b. Cognitive, motivational, affective, and integrative.
c. Forming, storming, norming, and performing.
d. Technical, interpersonal, intrapersonal, and empathetical.
50. Leadership decisions include all of the following except
a. Task or relational
b. Overt or covert
c. Monitor or take action
d. Internal or external