Deck 12: Skills for Developing Others

Question 1

In the context of team-building interventions,highly effective facilitators help the participants make the links back to team dynamics that occur on the manufacturing floor or in the boardroom.

Answer 1

True

Question 2

Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization.

Answer 2

True

Question 3

When providing evaluative feedback,it is inappropriate and ineffective to compare a subordinate's behavior with the behavior of peers or co-workers.

Answer 3

False

Question 4

The context component of the Rocket Model is concerned with setting a common direction for a team.

Question 5

To maximize the impact of feedback,people should provide feedback to large groups instead of specific individuals.

Question 6

Leaders often avoid delegation when a task is a desirable one that could generate power or prestige.

Question 7

Some supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative,ingratiating,or insincere.

Question 8

The morale component of the Rocket Model is the most difficult component to observe and evaluate.

Question 9

In the context of the Rocket Model,teams with low levels of buy-in have team members who believe in what the team is trying to accomplish and will enthusiastically put forth the effort needed to complete their assigned tasks and make the team successful.

Question 10

Forging a partnership is the first step in informal coaching.

Question 11

According to Peterson and Hicks,good coaches orchestrate rather than dictate development.

Question 12

In the context of effective delegation,the first step leaders should take when deciding what to delegate is to identify all their present activities.

Question 13

General goals work better than specific goals because they often provide enough information regarding which behaviors are to be changed or when a clear end state has been attained.

Question 14

According to the Rocket Model,after team norms and buy-in issues have been addressed,leaders should work with team members to sort out mission and talent issues.

Question 15

Giving constructive feedback involves sharing information or perceptions with another about the nature,quality,or impact of that person's behavior.

Question 16

Subordinates can usually tell whether or not they are doing a good job even without feedback.

Question 17

Research shows that followers are significantly happier when their leaders frequently delegate tasks.

Question 18

The Rocket Model of Team Effectiveness tells leaders what steps to take and when to take them when building new teams.

Question 19

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more personal or discretionary feedback.

Question 20

Setting easy goals rarely leads to high levels of performance.

Question 21

In the context of the principles of effective delegation,which of the following is the first step of deciding what to delegate?

A)providing a brief explanation of the task
B)identifying all the present activities
C)indicating how the task needs to be accomplished
D)choosing an individual for the assignment

Question 22

The first requirement for a team intervention to be successful is

A)brainstorming a range of positive feedback techniques.
B)raising awareness about how teams really work.
C)providing instrument-based team feedback.
D)practicing behaviors with team role-play.

Question 23

Which statement about delegation is most likely false?

A)Delegation is a simple way for leaders to free themselves of time-consuming chores.
B)Delegation is an overused management option that frustrates most followers.
C)Delegation increases the number of tasks accomplished by work groups.
D)Delegation gives followers developmental opportunities.

Question 24

Which of the following is not one of the components of the Rocket Model of Team Effectiveness?

A)power
B)morale
C)vision
D)buy-in

Question 25

Which of the following statements is most likely true of delegation.

A)Delegation costs time for a leader in the long run,but it saves the leader time in the short run.
B)Delegation gives the responsibility for decisions to those individuals least likely to implement the decision.
C)Leaders who delegate authority more frequently often have low-performing businesses.
D)Leaders may feel threatened when delegating an important task because it reduces direct personal control over the work.

Question 26

According to Peterson and Hicks,which of the following is the first step in informal coaching?

A)building a coaching plan and providing feedback
B)identifying a coachee's development needs
C)helping followers in remaining persistent
D)establishing a relationship based on trust

Question 27

In the context of delegation,a common reason why a leader avoids delegating a task is that the

A)task is a source of power or prestige.
B)task requires significant effort.
C)leader is indecisive about whom to delegate the task to.
D)subordinates are too unskilled.

Question 28

Identify a true statement about goal setting.

A)Worker acceptance and satisfaction tend to decrease when workers are allowed to participate in setting goals.
B)Follower participation in goal setting often leads to higher levels of commitment and performance if the leader is perceived to be incompetent.
C)General goals work better than specific goals because they provide enough information regarding which behaviors are to be changed.
D)General goals lead to higher levels of effort and performance than specific goals.

Question 29

Which of the following would least likely improve a leader's feedback skills?

A)being flexible
B)being critical
C)being descriptive
D)being specific

Question 30

What should a coach most likely do to help a follower stick to a development plan?

A)conduct a GAPS analysis
B)establish long-term objectives
C)schedule regular reflection sessions
D)delegate simple and challenging tasks

Question 31

Teams with high levels of morale most likely

A)accomplish goals with limited resources.
B)handle interpersonal conflict effectively.
C)require few one-on-one meetings.
D)delegate responsibilities frequently.

Question 32

Which of the following statements best exemplifies effective delegation?

A)A leader always assigns all assignments to the best worker in the team.
B)A leader always provides a brief explanation of the task to be delegated.
C)A leader delegates the most time-consuming recurring activities to one person.
D)A leader must give subordinates the freedom to make certain kinds of mistakes.

Question 33

In the context of the Rocket Model,which of the following is most likely true of the power component?

A)It is concerned with setting a common direction for a team.
B)It is about having the right number of people in the right organizational roles.
C)It deals with having a compelling team vision that matches up to the team's personal values.
D)It concerns the decision-making latitude and resources a team has to accomplish its goals.

Question 34

Based on the norms component of the Rocket Model,which statement is most likely false?

A)If a team or team leader is not explicit about setting the rules that govern team behavior,norms will simply evolve over time.
B)Norms about how often and how long a team meets should be driven by the team's purpose and goals.
C)The most important team norms relate to decision making,communication,and accountability.
D)Leaders should address norms before discussing the context or mission components.

Question 35

In the context of the Rocket Model,a critical first step to building a high-performing team is to

A)gain alignment on team context.
B)clarify the team's purpose and goals.
C)ensure the team has the necessary resources.
D)establish expected norms.

Question 36

It is most likely important to have specific goals for the purpose of

A)eliminating competition.
B)encouraging teamwork.
C)measuring progress.
D)delegating tasks.

Question 37

Which of the following statements about feedback is most likely false?

A)Sometimes supervisors hesitate to use positive feedback because they believe subordinates will view it as insincere.
B)Leaders may give positive feedback infrequently if they believe good performance is expected.
C)Research shows that subordinates believe their leaders give more feedback than their leaders think they do.
D)Followers will most likely perform at a higher level if they are given accurate,frequent feedback.

Question 38

In the context of the Rocket Model,which of the following is a way team leaders are most likely to build buy-in?

A)by developing a compelling team vision
B)by maintaining a low level of credibility
C)by avoiding the involvement of team members in the rule-setting process
D)by questioning the agendas of untrustworthy team members

Question 39

Identify a true statement about providing constructive feedback.

A)Constructive feedback should focus more on inferences and less on facts.
B)Leaders should avoid being assertive and critical when providing constructive feedback.
C)An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more discretionary feedback.
D)A common mistake in giving feedback is addressing it to specific individuals rather than to large groups.

Question 40

When giving performance feedback privately to a subordinate,what should a leader most likely emphasize?

A)positive behaviors and results
B)developmental opportunities
C)inadequacies and misbehaviors
D)necessary changes for the future