Leadership and Team Development Exam Preparation Guide
Course Introduction
This course explores the principles and practices of effective leadership and the dynamics of team development within organizations. Students will analyze various leadership theories, styles, and strategies, focusing on how leaders can inspire, motivate, and guide teams toward achieving common goals. The course emphasizes the development of essential leadership skills, effective communication, conflict resolution, and decision-making within a team context. Through case studies, group projects, and self-assessment exercises, students will gain practical experience in building high-performing teams and cultivating a positive and productive team culture.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
1078 Verified Questions
1078 Flashcards
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Chapter 1: Introduction
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Sample Questions
Q1) Building block 1 is a learning challenge based ____.
A) on a hypothetical example
B) on a real-world problem
C) on calculation
D) on experience
Answer: B
Q2) Which skill focuses on how to get work done?
A) managing your team
B) managing yourself
C) managing your relationships
D) all of these
Answer: A
Q3) Which of the following are examples of bad management at a societal level?
A) lost business
B) not trusting others to make good judgements
C) Wall Street meltdown
D) all of these
Answer: C
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3
Chapter 2: Your Manager Strengths and Weaknesses
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) In which of the following categories do personal constraints belong?
A) minor constraints that don't affect work
B) constraints that managers can hire someone else to do for them
C) major constraints that can prevent a manager from performing as needed
D) all of these
Answer: D
Q2) No one can be good at everything, but everyone has ____.
A) some area of strength
B) some efficacy
C) self-control
D) self-confidence
Answer: A
Q3) People who are ____ are not able to recognize the role of human feelings in an organization.
A) playing Mr. Spock
B) being a marshmallow
C) running roughshod over others
D) never feeling good enough
Answer: A
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Page 4
Chapter 3: Learning About Yourself
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) _____ is the degree to which a person has a broad range of interests and is curious.
A) Openness to experience
B) Agreeableness
C) Extraversion
D) Emotional stability
Answer: A
Q2) Numerous philosophers and behavioral scientists have pointed to the importance of ___ for living a full, rewarding life.
A) education
B) relationships
C) self-knowledge
D) money
Answer: C
Q3) Self-awareness is essential to being an effective manager.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Managing Yourself to Get Things Done
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Managers who handle stress well ___.
A) do not travel for business much
B) work less hours
C) work more hours
D) have activities outside work
Q2) Which of the following strategies for working will yield the highest productivity?
A) work intensely for 90 minutes then take a break
B) work at a steady pace for 8 straight hours
C) do as little work as possible
D) work intensely for just a few minutes and then take a very long break
Q3) ____ behavior pattern includes extreme competitiveness, impatience, aggressiveness, and devotion to work.
A) Type A
B) Type B
C) Type C
D) Type D
Q4) Research shows that multitasking enhances productivity.
A)True
B)False
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Chapter 5: Creative Problem Solving
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Which type of personal approach to problem solving likes to challenge basic assumptions to discover new alternatives?
A) innovator style
B) adaptor style
C) both of these
D) neither of these
Q2) An important aspect of collaborative problem solving is devoting time to talking
A) about the corporate environment
B) about other people's lives
C) about the outcomes other people want
D) about the timeline for the solution
Q3) _____ means using your experience and judgement to make a decision.
A) Rational decision making
B) Intuitive problem identification
C) Gathering information
D) Learning to connect the dots
Q4) A manager's primary job is to schedule shifts.
A)True
B)False
Page 7
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Chapter 6: How Managers Communicate
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65 Verified Questions
65 Flashcards
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Sample Questions
Q1) Some important things to remember when "polishing" your presentation are:
A) Dress for success.
B) Use imagery.
C) Smile.
D) all of these
Q2) When the communication is highly important, such as a department-wide announcement, ask someone to read it before you send it to learn how it comes across. Why is this important?
A) You can come across as cold or arrogant via e-mail
B) You can come across as insensitive.
C) neither of these
D) both of these
Q3) List and explain the 5 P's of effective presentations.
Q4) To act as sensegivers, ________ are communication champions.
A) employers
B) facilitators
C) employees
D) managers
Q5) What is encoding?
Q6) Why is the art of persuasion important?
Page 8
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Chapter 7: Becoming an Ethical Manager
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) ______ means employee disclosure of illegal, immoral, or unethical practices in the organization.
A) Whistleblowing
B) Insubordination
C) Management
D) none of these
Q2) The single most important factor in ethical decision making in organizations is whether managers show a(n) _____ to ethics in their talk and especially their behavior.
A) interest
B) signal
C) commitment
D) reluctance
Q3) List and describe the six factors of Determining Ethical Intensity.
Q4) One of the biggest reasons managers need courage is that it is necessary for practicing ______ behavior.
A) courageous
B) ethical
C) sporadic
D) none of these
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Chapter 8: Motivating for Performance
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) What are four key points to remember for setting goals? Briefly describe.
Q2) What is an example(s) of nonfinancial reinforcers?
A) positive feedback
B) social recognition
C) attention
D) all of these
Q3) Why is feedback an important motivator for managers?
A) provides guidance
B) provides support
C) provides recognition
D) all of these
Q4) What characteristic makes the biggest difference in whether people feel engaged at work?
A) paychecks
B) managers' behavior
C) driving distance
D) volume of work
Q5) Knowing how to motivate people is never a challenge for managers.
A)True
B)False
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Chapter 9: Getting Things Done Through Networks, Relationships,
and Soft
Power
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) Effective soft-power managers realize that influence depends heavily on their perceived:
A) credibility and legitimacy
B) social and political influence
C) public opinion
D) none of these
Q2) Social capital is about relationships, and it is not essential to the effectiveness and success of a manager.
A)True
B)False
Q3) Laurel is a middle manager in her company, but she is friendly with a lot of the top executives in a lot of different departments. She pays attention, asks important questions, and is able to put ideas and actions together in a way that keeps her well informed about what's happening in the organization. Laurel could best be described as a:
A) kingpin
B) hub
C) networker
D) self-promoter
Q4) List and explain the make up of three types of professional networks.
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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68 Verified Questions
68 Flashcards
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Sample Questions
Q1) The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?
A) non-directive
B) directive
C) consultative
D) collective
Q2) Deliberate practice is designed specifically to improve ______.
A) flow
B) learning
C) performance
D) diligence
Q3) Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.
A) research
B) vision
C) feedback
D) pay raise
Q4) How does the overall organization benefit from the coaching process?
Page 12
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Explain the two routes a conversation can take when there is a lack of understanding or disagreement.
Q2) In a negotiation, you should focus on ____.
A) why the other side wants what it wants
B) the price the other side wants
C) the amount to other side wants
D) the characteristics the other side wants
Q3) Which of the following are included in the preparation phase of handing difficult conversations?
A) get in the right frame of mind
B) think learning, not combat
C) seek first to understand
D) all of these
Q4) When the ___ approach is used, one party gets something he wants and the other party gives up something he has.
A) integrative
B) distributive
C) BANTA
D) win-lose
Q5) When having a negotiation, what is the key step and why?
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Chapter 12: Managing Your Boss
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Why do many people fear feedback?
A) they think its pointless
B) they fear the worst
C) they think their boss has no interest in providing feedback
D) all of these
Q2) What type of boss is the best to work for?
A) The Natural
B) The Politician
C) The Wimp
D) The Workaholic
Q3) In addition to knowing what your boss's management style is, it is crucial to know your _____.
A) identification status
B) employee type
C) worker style
D) subordinate style
Q4) Your boss wants you to follow others' initiative for change, not lead initiatives for change.
A)True
B)False
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Chapter 13: Managing Teams
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) What can the idea of teamwork conflict with?
A) rationalization
B) timelines
C) our goals
D) our values
Q2) What percentage of managers report that many of the meetings they attend are a waste of time?
A) 25
B) 50
C) 70
D) 95
Q3) As a manager, it is essential that you understand the dilemma ___ creates.
A) deadlines
B) individualism
C) teamwork
D) timelines
Q4) Even in self-directed teams, effective self-management can't happen unless the leader marks out a clear direction for the team's work.
A)True
B)False
Page 15
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing
Performance
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) What is the effectiveness of a manager's focus and behavior contingent on?
A) organizational situations
B) high relationships
C) operational needs
D) none of these
Q2) The ____ gives candidates a comprehensive view of the job and the organization.
A) organizational overview
B) realistic job preview
C) overall job preview
D) none of these
Q3) The ________ is easy to play when a culture of not holding people accountable is present in an organization.
A) head games
B) accountability cycle
C) blame game
D) power play
Q4) Effective managers use both hard and soft power in organizations.
A)True
B)False
Q5) What are the sources of hard power for managers?
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Chapter 15: Managing Cross Culturally
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68 Verified Questions
68 Flashcards
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Sample Questions
Q1) ____ is the attitude that cultures and subcultures are inherently equal.
A) Nationality syndrome
B) Culture orientation
C) Ethnocentrism
D) Ethnorelativism
Q2) High ___ means that people feel uncomfortable with ambiguity.
A) uncertainty avoidance
B) power distance
C) assertiveness
D) time orientation
Q3) In general African Americans feel less accepted in their organizations and __________.
A) perceive themselves to have less discretion on their jobs
B) reach career plateaus earlier than whites
C) receive lower ratings on job performance
D) all of these
Q4) What are four areas in which you should be aware of cultural differences that influence effective management? Explain how cultural differences affect these four areas.
Q5) Explain the difference between individualism and collectivism.
Page 17
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Chapter 16: Positive Leadership
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) Dan is known for his explosive temper and biting comments. Most of his direct reports are looking for other jobs, and in the meantime, they just keep quiet and focus on completing tasks in order to avoid attracting his attention. How would you describe this work environment?
A) emotionally toxic
B) opportunistic
C) appreciative
D) typical
Q2) Hopes and dreams for the future are what keep people moving forward. Leadership means linking people's hopes and dreams to _________ so that people can take action toward achieving the future.
A) objectives
B) specific goals
C) neither of these
D) both of these
Q3) "Positive Organizational Behavior" is an emerging field that concentrates on people's weaknesses rather than their strengths.
A)True
B)False
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Page 18
Chapter 17: Managing Personal and Organizational Change
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) How can appreciative inquiry accelerate large-scale organizational change?
A) By leading the change.
B) By appropriately framing a topic.
C) By positively engaging a large group of people in the change process.
D) none of these
Q2) The target of change is the individual or group that wants the behavioral change to happen.
A)True
B)False
Q3) Where should the need for change come from?
A) the individual
B) the manager
C) the imposer
D) the CEO
Q4) What is an important value in a learning organization?
A) Collaboration and communication across departmental and hierarchical boundaries.
B) Traditional management tasks.
C) Self-direction among people.
D) none of these
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