Team Dynamics and Leadership Exam Review
Course Introduction
This course explores the fundamental principles of effective team dynamics and leadership within group settings. Students will examine theories of group development, communication, motivation, and conflict resolution while learning how individual behaviors and leadership styles impact team performance. Through case studies, collaborative projects, and practical exercises, participants will develop key skills in facilitating group processes, managing diverse teams, and fostering a positive, productive team environment. The course emphasizes both self-assessment and applied strategies for building and leading high-performing teams in a variety of organizational contexts.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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16 Chapters
800 Verified Questions
800 Flashcards
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Chapter 1: What Do We Mean by Leadership
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50 Verified Questions
50 Flashcards
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Sample Questions
Q1) While leadership involves both rational and emotional sides of human experiences,aroused feelings cannot be used constructively.
A)True
B)False
Answer: False
Q2) Followers can provide leaders with relevant information for good solutions to be implemented since they are often at the level where many organizational problems occur.
A)True
B)False Answer: True
Q3) The mere presence of a group can cause people to act differently than when they are alone.
A)True
B)False Answer: True
Q4) You only need common sense to be a good leader.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Leader Development
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Sample Questions
Q1) The most productive way to develop as a leader is to travel along the spiral of experience.
A)True
B)False
Answer: True
Q2) Leadership studies programs at the university-level:
A) typically offer academic credit in the form of academic minors.
B) are increasingly popular at many liberal-arts institutions.
C) are typically curriculum-based at public and private institutions.
D) should focus primarily on a single field of discipline,such as management.
Answer: B
Q3) Insight on a leader's strengths and development needs can be gathered through 360-degree feedback.
A)True
B)False
Answer: True
Q4) Experience is just a matter of what events happen to you.
A)True
B)False
Answer: False
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Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) Step one in the GAPS analysis addresses a person's strengths,skills,and development needs.
A)True
B)False
Answer: False
Q2) The onboarding roadmap is focused on internal hires-those within an organization.
A)True
B)False
Answer: False
Q3) Research indicates that technical expertise plays only a small role in supervisors' performance appraisal ratings of subordinates.
A)True
B)False
Answer: False
Q4) Practicing a Theory Y attitude will guarantee that you will always get along with coworkers.
A)True
B)False Answer: False
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Chapter 4: Power and Influence
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Sample Questions
Q1) Coalition tactics are most likely exhibited when agents:
A) seek the aid of others to influence the target.
B) ask targets to participate in activity planning.
C) arouse enthusiasm or emotions in targets.
D) ask others to provide favors out of friendship.
Q2) In highly effective organizations,there tends to be a high degree of reciprocal influence between leaders and followers.
A)True
B)False
Q3) A politician's advisor explains how demographic changes in the politician's district make it important for the politician to spend more time in the district seeing constituents than she has in the past.This is an example of:
A) ingratiation.
B) an inspirational appeal.
C) a consultation.
D) a rational persuasion.
Q4) Differentiate between leaders who have personalized power and leaders who have socialized power.
Q5) How does the need for power differ from the motivation to manage?
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) When good people do bad things,what are the different methods they use in minimizing personal moral responsibility? Briefly describe at least four such methods.
Q2) Terrorists may call themselves "freedom fighters," and firing someone may be referred to as "letting him go." These are both examples of:
A) moral justification.
B) diffusion of responsibility.
C) euphemistic labeling.
D) advantageous comparison.
Q3) The concept of the Golden Rule is similar to ends-based thinking.
A)True
B)False
Q4) Individuals in a formal leadership role face unique ethical responsibilities and challenges.What are the six responsibilities that formal leaders face more than followers?
Q5) Describe the four qualities of leadership that engender trust according to Bennis and Goldsmith.
Q6) Describe the differences between instrumental and terminal values and give examples of each.What role do values play in work settings?
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) In the context of the OCEAN model,what is meant by conscientiousness? What leader behaviors are associated with conscientiousness? What types of jobs or tasks are best for those who have high levels of conscientiousness?
Q2) What are the two major predictions made by the Cognitive Resources Theory with respect to intelligence,experience,stress,and group performance?
Q3) Which of the following is NOT a type of intelligence identified in the Triarchic Theory of Intelligence?
A) Practical intelligence
B) Strategic Intelligence
C) Analytic intelligence
D) Creative intelligence
Q4) The roots of the Great Man theory can be traced back to the early 1900s,when many leadership researchers and the popular press maintained that leaders and followers were essentially the same.
A)True
B)False
Q5) Compare and contrast ability-based EQ training programs and mixed model-based EQ training programs.
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) What role does societal or organizational culture play in the use and effectiveness of the 360-degree feedback process? Provide examples to illustrate your response.
Q2) Based on the Leadership Pipeline,people frequently turn out to be effective leaders even when they skip organizational levels.
A)True
B)False
Q3) Behaviors concerned with motivating subordinates to accomplish the task at hand are called _____ behaviors.
A) interaction facilitation
B) work facilitation
C) goal emphasis
D) leader support
Q4) The two dimensions of the Leadership Grid are:
A) communication skills and cognitive skills.
B) concern for people and concern for production.
C) leader support and interaction facilitation.
D) introversion-extroversion and thinking-perceiving.
Q5) What is framing in terms of community leadership? Why is framing important?
Q6) What are the important gender issues related to 360-degree feedback?
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) List and describe the steps involved in problem solving.
Q2) What are the two components necessary for leaders to build trust? How can these components be developed?
Q3) What are the components of expertise? How can leaders build expertise?
Q4) Which of the following would most likely result from too much stress?
A) Low employee turnover
B) Inadequate communication
C) Reduced job performance
D) Increased level of passive listening
Q5) An active listener uses paraphrasing to improve understanding.
A)True
B)False
Q6) What can a leaders do to manage their own stress and the stress levels of their followers?
Q7) What are the two key components of credibility? Why is credibility important to leadership?
Q8) Stress only has negative effects on an individual's health and work.
A)True
B)False Page 10
Q9) Differentiate between active listening and passive listening.
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Page 11
Chapter 9: Motivation, Satisfaction, and Performance
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Sample Questions
Q1) The hierarchy effect occurs when upper-level employees have higher global and facet satisfaction ratings than lower-level employees in the organization.
A)True
B)False
Q2) Leaders are more likely to be successful when introducing change if they address and capitalize on followers' emotions.
A)True
B)False
Q3) In surveys of job satisfaction,a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.
A)True
B)False
Q4) Which of the following is NOT a macro psychological component that underlies empowerment?
A) Motivation
B) Influence
C) Learning
D) Stress
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Page 12
Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Research suggests that e-mail and video conferencing are the best forms of communication for virtual teams.
A)True
B)False
Q2) Highly cohesive groups are likely to be characterized by low absenteeism and low turnover.
A)True
B)False
Q3) Design is often the most frequently omitted step in teamwork that occurs in traditional organizations.
A)True
B)False
Q4) What type of conflict most likely occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products if deception is inconsistent with the salesperson's values and beliefs?
A) Interrole conflict
B) Intrasender role conflict
C) Intersender role conflict
D) Person-role conflict
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Chapter 11: Skills for Developing Others
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Sample Questions
Q1) Organizational goals are more likely to be achieved if there is commitment at both the top and the bottom of the organization.
A)True
B)False
Q2) How does delegation most likely strengthen the organization?
A) By developing valuable customers
B) By utilizing more virtual teams
C) By monitoring quality control
D) By stimulating innovation
Q3) Making the assignment clear and specific is among the principles of effective delegation.
A)True
B)False
Q4) 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
Q5) Describe the five steps of coaching.
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Chapter 12: The Situation
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Sample Questions
Q1) Organizations with a _____ culture tend to have formalized rules and procedures.
A) clan
B) adhocracy
C) hierarchy
D) market
Q2) The degree of formalization in an organization tends to vary with its size.
A)True
B)False
Q3) Explain how level of authority affects leaders' and followers' behavior.
Q4) Which of the following statements about unstructured tasks is most likely FALSE?
A) Unstructured tasks are by nature somewhat ill defined.
B) Reducing the ambiguity of an unstructured situation is a leadership behavior appreciated by followers.
C) While it is easier for a leader to give instruction in unstructured tasks,it is not necessarily the most helpful thing to do.
D) Subordinates need help when a task is unstructured.
Q5) Leaders can change an organization's culture by attending to or ignoring problems.
A)True
B)False
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Chapter 13: Contingency Theories of Leadership
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Sample Questions
Q1) The delegating leadership style has:
A) high task/low relationship behavior.
B) low task/low relationship behavior.
C) high task/high relationship behavior.
D) low task/high relationship behavior.
Q2) Situational Leadership suggests that effective leaders base behavior upon:
A) valued rewards.
B) follower maturity.
C) task structure.
D) leader-member relations.
Q3) The normative decision model shifts focus away from the situation and the followers to the leader.
A)True
B)False
Q4) Follower readiness refers to a(n):
A) follower's ability and willingness to accomplish a particular task.
B) assessment of an individual's personality in certain situations.
C) personal trait or value that is difficult to change.
D) follower's reaction to certain leadership styles.
Q5) What are some of the problems with the normative decision model?
Page 16
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Chapter 14: Leadership and Change
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Sample Questions
Q1) Rational and emotional approaches are two major ways to drive organizational change.
A)True
B)False
Q2) Which of the following statements is most likely true of leaders?
A) Transactional leaders motivate societal change.
B) All transformational leaders are charismatic.
C) All charismatic leaders are transformational.
D) Transactional leaders are highly uncommon.
Q3) The _____ authority system is associated with leaders thought to possess divine or superhuman qualities.
A) traditional
B) legal-rational
C) charismatic
D) personalized
Q4) With siloed thinking,leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.
A)True
B)False
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Chapter 15: The Dark Side of Leadership
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Sample Questions
Q1) When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results,it is known as:
A) chronic managerial incompetence.
B) authoritarian management.
C) impoverished management.
D) episodic managerial incompetence.
Q2) According to research,between 50-90 percent of all new businesses fail within five years due to:
A) insufficient investment capital.
B) managerial incompetence.
C) unethical business practices.
D) poor target marketing.
Q3) Which type of leader does not want attention and has difficulties with both building teams and getting results?
A) Taskmasters
B) Competent managers
C) Figureheads
D) Cheerleaders
Q4) Name and briefly describe the four managerial derailment patterns.
Page 18
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Sample Questions
Q1) _____ is an approach to managing conflict that is characterized by a compromise between domination and appeasement.
A) Avoidance
B) Sharing
C) Collaboration
D) Accommodation
Q2) Which conflict resolution strategy is known as a win-lose orientation?
A) Avoidance
B) Competition
C) Collaboration
D) Accommodation
Q3) Increased effort and the stimulation of critical thinking are potential benefits of conflict.
A)True
B)False
Q4) Name and describe the components of the model of performance.
Q5) A leadership vision consists of six related components.
A)True
B)False
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