Leadership and Team Dynamics
Textbook Exam Questions
Course Introduction
This course explores the fundamental principles of leadership and how effective leaders influence team performance in diverse organizational settings. Students will examine various leadership theories, styles, and practices, while analyzing the dynamics that impact team cohesion, communication, motivation, and conflict resolution. Through case studies, group projects, and self-assessment exercises, participants will develop practical skills to lead and collaborate within teams, adapt to changing environments, and apply ethical decision-making in real-world situations. The course prepares students to understand and navigate the complexities of leading both small groups and larger teams in professional and academic contexts.
Recommended Textbook
Negotiation Closing Deals Settling Disputes and Making Team Decisions 1st Edition by David S. Hames
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14 Chapters
393 Verified Questions
393 Flashcards
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2
Chapter 1: The Nature of Negotiation: What it is and Why it Matters
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Sample Questions
Q1) Full disclosure from both sides is necessary for a successful negotiation. A)True
B)False
Answer: False
Q2) The two dominant strategies of the Dual Concerns Model are:
A)Competitive and integrative.
B)Integrative and interest-based.
C)Principled and win-win.
D)Integrative and collaborative.
Answer: A
Q3) The idea behind 'creating value" is to allow both negotiating parties to:
A)Maximize outcomes.
B)Save face.
C)Benefit from the negotiation.
D)Avoid conflict.
Answer: C
Q4) A 'principled' strategy is another term for win-win negotiating. A)True
B)False
Answer: True
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Chapter 2: Preparation: Building the Foundation for Negotiating
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Sample Questions
Q1) Labor markets,unemployment rates,workforce demographics and financial markets are examples of negotiation:
A)Issues.
B)Resources.
C)Constraints.
D)Context.
Answer: D
Q2) Testing assumptions refers to:
A)Meeting with the other party to validate the accuracy of information that you found in their public documents.
B)Meeting with a knowledgeable third party to validate the accuracy of information that you found in in the other party's public documents.
C)Meeting with your stakeholders to validate the accuracy of information that you found in the other party's public documents.
D)Meeting with the other party to validate the estimates and hunches you made during your analysis of the party.
Answer: D
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Chapter 3: Distributive Bargaining: A Strategy for Claiming
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Sample Questions
Q1) Which of the following is not a distributive bargaining tactic?
A)Estimate the other party's resistance points.
B)Set your targets high.
C)Do not make the first offer.
D)Be willing to walk away.
Answer: C
Q2) When negotiating distributively,the parties are expected to make offers and counteroffers before reaching an agreement.
A)True
B)False
Answer: True
Q3) Most people bargain collaboratively.
A)True
B)False
Answer: False
Q4) You increase your negotiating power by not revealing your BATNA.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Integrative Bargaining: A Strategy for Creating
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Sample Questions
Q1) Defining the situation,identifying interests,and building rapport:
A)Take on more importance in integrative negotiation than in distributive negotiation.
B)Take on less importance in integrative negotiation than in distributive negotiation.
C)Have equal importance in both integrative and distributive negotiation.
D)Are factors to consider when choosing which strategy to use.
Q2) To negotiate optimally,each party's interests should be kept secret from the other party.
A)True B)False
Q3) The best approach when discussing issues is to focus on one issue at a time.
A)True
B)False
Q4) Integrative negotiation __________ form of negotiation.
A)Win-lose.
B)Win-win.
C)Lose-win.
D)Lose-lose.
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Chapter 5: Closing Deals: Persuading the Other Party to Say
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Sample Questions
Q1) Successfully closing a deal or settling a dispute requires you to convince the other party why or how your proposal satisfies your interests.
A)True
B)False
Q2) Using closed-ended questions is recommended once negotiators reach the closing stage.
A)True
B)False
Q3) Reframing your offer is an effective way to overcome objections.
A)True
B)False
Q4) The sequential questions closing tactic involves:
A)Responding to the other party's objections with questions.
B)Asking a series of questions,all of which are designed to elicit a "yes" from the other party.
C)Beginning with an easy question and designing subsequent questions to be progressively more difficult.
D)Beginning with a difficult question and designing subsequent questions to be easier.
Page 7
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Chapter 6: Communication-The Heart of All Negotiations
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Sample Questions
Q1) "What resources do you need to help you perform your job more efficiently?" is an example of a targeted question.
A)True
B)False
Q2) "I can't go any higher with my offer because my boss won't let me" is an example of:
A)Feedback.
B)A counteroffer.
C)Turn denying.
D)An explanation.
Q3) Describe facial expressions,speech and vocal cues and gestures that suggest the other party is being deceptive during a negotiation.
Q4) What are the five elements of communication? Briefly describe each one.
Q5) "Less accurate information processing and fewer insights are gained." This is an example of the influenc_____________ negotiations.
A)Text-only.
B)Face-to-face.
C)Integrative.
D)Structuring in.
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Chapter 7: Decision Making: Are We Truly Rational Beings?
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Sample Questions
Q1) Perceptual decision-making errors can be caused by faulty perceptions of social entities and situations.
A)True
B)False
Q2) What does it mean to use a positive frame in a negotiation and what are the benefits of using positive framing? Give an example of using a positive frame.
Q3) In order to be effective in influencing the terms a negotiator will accept,an anchor cannot be set arbitrarily.
A)True
B)False
Q4) What can negotiators do to minimize the consequences of perceptual biases?
Q5) Overconfidence may be caused by:
A)The availability bias.
B)Competition.
C)Impression management.
D)Inadequate preparation.
Q6) Perspective taking is an asset to a negotiator.
A)True
B)False
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Chapter 8: Power & influence: Changing others attitudes and behaviors
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Sample Questions
Q1) It is not necessary to increase your power unless you want to exploit the other party.
A)True
B)False
Q2) Testimonials work because of the reciprocity principle.
A)True
B)False
Q3) People may be influenced consciously or unconsciously.
A)True
B)False
Q4) What are the six personal sources of power and two situational sources of power? Why is power important to have in a negotiation?
Q5) "I will walk out of this negotiation if we do not come to an agreement in thirty minutes" is an example of:
A)An implicit threat.
B)An explicit threat.
C)An angry threat.
D)An empty threat.
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Chapter 9: Ethics: Right and Wrong Do Exist when you
Negotiate
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Sample Questions
Q1) Even the most well-intentioned negotiators routinely commit ethical lapses.
A)True
B)False
Q2) Which of the following is not considered ethically questionable?
A)Exaggerating your opening offer.
B)Talking to superiors of your negotiating opponent to suggest things that would undermine their confidence in your opponent.
C)Promising that good things will happen to your opponent if he or she gives you what you want,even if you know that you can't or won't deliver these things.
D)Offering future concessions in return for immediate concessions.
Q3) An ethical alternative to lying about your bottom line is to:
A)Focus on your problems or needs.
B)Obtain limited authority so you do not have to lie.
C)Inject new issues with real value.
D)Commit to the other party's standards instead of committing to his or her positions.
Q4) Men are more likely than women to exaggerate opening offers.
A)True
B)False
Page 11
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Chapter 10: Multiparty Negotiations: Managing the Additional
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Sample Questions
Q1) Integrative agreements ar________ when teams are involved rather than solo negotiators.
A)More likely.
B)Less likely.
C)Just as likely.
D)Unlikely.
Q2) A coalition should engage in its own internal negotiation before it can negotiate with the larger group.
A)True
B)False
Q3) What are some concerns to consider when using a representative?
Q4) When multiparty negotiations become too procedurally complex:
A)Avoid using negotiauctions.
B)Avoid using protection provisions.
C)Sophisticated deal structures should be avoided.
D)Negotiate the process.
Q5) Representatives can help us achieve better outcomes as long as we choose someone who is similar to us.
A)True
B)False
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Available
Chapter 11: Individual Differences
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Sample Questions
Q1) What personality type(s)would you choose for a high-stakes distributive negotiation in which you care only about maximizing gains,and do not care if you preserve the relationship between negotiators? Why would you choose each one?
Q2) In what ways are young boys and girls socialized differently? How do these differences influence men's versus women's negotiating styles?
Q3) Individual difference variables________ be changed for a particular negotiation.
A)Should.
B)Should not.
C)Can.
D)Cannot.
Q4) _______ refers to a sense of connectedness with another person.
A)Appreciation.
B)Affiliation.
C)Autonomy
D)Emotion.
Q5) Negative emotions can help focus your attention on substantive matters.
A)True
B)False
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Chapter 12: International Negotiations: Managing culture and other complexities
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Sample Questions
Q1) What can you do to adapt your negotiating style if your style is collectivistic or high context and you encounter a negotiator who uses the reciprocal questioning strategy?
Q2) People who communicate directly,with explicit meaning derived more from the word than from context,are likely to belong to a(n):
A)Low context culture.
B)High context culture.
C)Collectivistic culture.
D)Individualistic culture.
Q3) When negotiating with another country,you should clarify the other government's influence and interests during the:
A)Preparation stage,before you meet with the other party.
B)Middle stage,after you have felt out the other party's positions and interests.
C)Final stage,before you sign off on the agreement,but after you are fairly certain that you have a deal.
D)Final stage,after you sign off on the agreement.
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14
Chapter 13: Difficult Negotiations: Managing Others Who
Play Dirty and Saying No to Those Who Play Nice
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Sample Questions
Q1) A nibble is an example of a dirty trick or tactic.
A)True
B)False
Q2) Even though sharing blame is most productive,when parties' versions of what went wrong differ,one party was actually in the right and the other was actually in the wrong.
A)True
B)False
Q3) Which of the following is the most productive response to handling inappropriate and demeaning comments from your opponent?
A)Use pressure moves.
B)Enlist support.
C)Use corrective turns.
D)Show your disgust and walk out.
Q4) Why is "problem solving" an important tool for managing difficult negotiations? Give examples of problems that can occur and what you can do solve them,i.e. ,reframe the negotiation to be about interests instead of positions.
Q5) Define "pressure moves." Give an example of using a pressure move.
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Chapter 14: Third-Party Intervention: Recourse When
Negotiations Sputter or Fail?
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Sample Questions
Q1) Define mediation and arbitration,and briefly describe the basic process used in each.
Q2) _______ gives arbitration disputants a powerful incentive to continue negotiating seriously,especially if they are concerned that the arbitrator will not accept their extreme offer.
A)The biasing effect.
B)The chilling effect.
C)Final offer arbitration.
D)The decision-acceptance effect.
Q3) Briefly compare the roles of mediators and arbitrators.
Q4) One of the benefits of alternative dispute resolution is that it is less expensive than resolving your dispute with another party through the legal system.
A)True
B)False
Q5) The most common forms of alternative dispute resolution are:
A)Litigation,negotiation and mediation.
B)Mini-trials,mediation and arbitration.
C)Negotiation,mediation and arbitration.
D)Process consultation,mediation and arbitration.
Page 16
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