Chapter 11 Skills for Developing Others Answer Key
True / False Questions
1.
(p. 442)
Specific goals are less effective than general goals because they lack flexibility.
2.
(p. 443)
Easy goals rarely lead to high levels of performance.
3.
(p. 443)
Organizational goals are more likely to be achieved if there is commitment at both the top
and the bottom of the organization.
4.
(p. 444)
Giving constructive feedback involves sharing information with another about the nature,
quality, and impact of that person’s behavior.
Type: Knowledge
5.
(p. 444)
Type: Knowledge
Subordinates can usually tell whether or not they are doing a good job even without
feedback.
6.
(p. 445)
Type: Knowledge
Some supervisors hesitate to use positive feedback because they believe subordinates
may see it as politically manipulative, ingratiating, or insincere.
7.
(p. 447)
Type: Knowledge
To maximize the impact of feedback, people should provide feedback to groups instead of
specific individuals.
8.
(p. 448)
When providing feedback, it is inappropriate and ineffective to compare a subordinate’s
behavior with the behavior of peers or co-workers.
Type: Knowledge
9.
(p. 449)
Providing both positive and negative feedback is more useful than providing only positive
or negative feedback alone.
10.
(p. 450)
Any type of team-building intervention will address and remove the underlying causes of
team problems.
11.
(p. 453)
The Rocket Model of Team Effectiveness tells leaders what steps to take, and when to
take them when building new teams.
12.
(p. 454)
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.
13.
(p. 454)
Morale is at the top of the Rocket Model of Team Effectiveness.
14.
(p. 455)
The context component of the Rocket Model is concerned with setting a common direction
for the team.
15.
(p. 460)
The morale component of the Rocket Model is the most difficult component to observe
and evaluate.
16.
(p. 463)
Research shows that followers are significantly happier when their leaders frequently
delegate tasks.
17.
(p. 465)
Leaders often avoid delegation because the task is a desirable one that could generate
power or prestige.
18.
(p. 466)
Making the assignment clear and specific is among the principles of effective delegation.
19.
(p. 469)
Forging a partnership is the first step in informal coaching.
20.
(p. 475)
Effective coaches regularly assess their relationships with followers and review their
followers’ development.
Multiple Choice Questions
21.
(p. 442)
Goals are most effective when they are:
22.
(p. 442)
It is most likely important to have specific goals for the purpose of:
23.
(p. 445)
Which of the following statements about feedback is most likely FALSE?
Type: Knowledge
24.
(p. 446)
Type: Knowledge
Which of the following would LEAST likely improve a leader’s feedback skills?
25.
(p. 447)
Which of the following is most likely a true statement about feedback?
Type: Knowledge
26.
(p. 452)
The first requirement for a team intervention to be successful is:
27.
(p. 454)
Which of the following is NOT one of the components of the Rocket Model of Team
Effectiveness?
28.
(p. 455)
According to the Rocket Model, the first step to building high-performing teams is to:
29.
(p. 457)
Based on the norms component of the Rocket Model, which statement is most likely
FALSE?
30.
(p. 458)
According to the Rocket Model, which of the following would LEAST likely build buy-in?
31.
(p. 459)
The power component of the Rocket Model most likely relates to a team’s:
Type: Knowledge
32.
(p. 459)
Teams with high levels of morale most likely:
Type: Knowledge
33.
(p. 463)
Type: Knowledge
Which statement about delegation is most likely FALSE?
34.
(p. 464)
How does delegation most likely strengthen the organization?
35.
(p. 465)
Which of the following is a common reason that leaders avoid delegation?
36.
(p. 465)
What is the first step of effective delegation?
37.
(p. 466)
When delegating an assignment, which of the following questions is LEAST relevant to
address?