Test Bank Chapter 14: Team Leadership: Ultiple Hoice

Northouse, Leadership 8e
SAGE Publications, 2019
Test Bank
Chapter 14: Team Leadership
MULTIPLE CHOICE
1. Teams that meet face-to-face ______.

A. are more effective than virtual teams
B. are less effective than virtual teams
C. can be equally as effective as virtual teams
D. often encounter more interpersonal issues than virtual teams
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Difficulty Level: Easy
AACSB Standard: Interpersonal Relations and Teamwork
2. The definition of what constitutes a team ______.

A. is easily defined
B. is defined the same way by all organizations
C. continues to evolve
D. has been defined the same way for a century
Ans: C
AACSB Standard: Application knowledge
3. Organizational teams have been the focus of many studies in order to ______.
A. determine the skill level of the team members
B. find ways to help less capable members still succeed
C. support organizational distribution of workload
D. find strategies for maintaining a competitive advantage
Ans: D
AACSB Standard: Contexts of organizations
4. An advantage that effective teams can bring to organizations is ______.

A. higher quality leader and follower exchanges
B. reduction in overtime worked
C. more innovative and creative success
D. cost benefits

Ans: C
5. The traditional authority structure in organizations ______.

A. provides a safety net for teams
B. often does not support lateral decision making
C. can enhance the team culture
D. often leads to successful, creative teamwork
Ans: B
Difficulty Level: Moderate
6. Teamwork as described in the text is ______.

A. lateral decision making
B. vertical decision making
C. hierarchical decision making
D. team leader decision making
Ans: A
7. The term heterarchy refers to ______.

A. the power struggles in teams
B. the shifts in power from team member to top leadership
C. the coercive power shifting in teams
D. the dynamic power shifting in teams
Ans: D
AACSB Standard: Application of knowledge
8. Heterarchy leads to positive outcomes ______.

A. for all team members
B. for team members who want power
C. if team members find heterarchy legitimate
D. if the top leader makes the final decision
Ans: C

9. Teamwork success requires ______.

A. organizational culture based on authoritarian decision making
B. organizational culture based on position
C. organizational culture that is easy to change
D. organizational culture that supports lateral decision making
Ans: D
10. Day et al. refer to shared leadership as ______.

A. leader distributive method
B. follower empowerment
C. team leadership capacity
D. shared leader capacity
Ans: C
Cognitive Domain: Knowledge
11. A benefit of shared leadership compared with a non-shared leadership process is

______.
A. more cohesion
B. more challenges
C. more conflict
D. more disruption
Ans: A
12. A disadvantage of shared leadership is ______.

A. there are no disadvantages
B. it involves risk
C. it takes more time
D. leaders do not like this process
Ans: B

13. In the team leadership model, the leader’s job is ______.

A. take action for all problems
B. solve team member conflicts
C. monitor and take appropriate action
D. use the team as a personal support system
Ans: C
Answer Location: Team Leadership Model
14. When the leader sees and interprets the team’s experiences in an organizational
context it is called ______.
A. requisite variety
B. leader complexity
C. behavioral flexibility
D. mental model
Ans: D
15. Which of the following is the best analogy to describe the team leadership
approach? An effective team leader is like ______.
A. a lead singer who can use charisma to attract a lot of attention for the band
B. a politician who can inspire others toward an authentic vision
C. an engineer who can set aside emotions to solve technical problems
D. a doctor who can diagnose accurately and prescribe the right treatment
Ans: D
16. Hill’s model suggests that the leader must match appropriate behaviors with a team
member’s problem. This is similar to the basic concepts in which theory?
A. leader–member exchange
B. situational approach
C. authentic leadership
D. servant leadership
Ans: B
Cognitive Domain: Analysis

AACSB Standard: Analytical thinking
17. What are the two critical functions of team effectiveness in Hill’s model?
A. development and analysis
B. performance and leader outcomes
C. leadership outcomes and analysis
D. performance and development
Ans: D
Answer Location: Team Effectiveness
18. In Hill’s Team Leadership Model, the cohesiveness of the team and the ability of
team members to satisfy their own needs while working effectively with other team
members defines
A. development
B. commitment
C. recognition
D. results-driven leadership
Ans: A
19. Which of the following is not one of Hackman’s six enabling conditions of effective
team functioning?
A. real team
B. clear conduct norms
C. compelling purpose
D. strict hierarchy
Ans: D
20. Which of Larson and LaFasto’s characteristics of team excellence is associated with
Hackman’s “clear norms of conduct”?
A. compelling purpose
B. unified commitment
C. standards of excellence
D. competent team members

Ans: C
Hackman’s “team focused coaching”?
A. compelling purpose
B. principled leadership
D. competent team members
Ans: B
Hackman’s “real team”?
A. results-driven structure
B. unified commitment
D. supportive organizational structure
Ans: B
23. Our team leader outlined the objectives of our new project and identified our
expected outcomes. Our leader was using which characteristic of team excellence?
A. clear, elevating goal
B. clear norms of conduct
C. collaborative climate
D. principled leadership
Ans: A
Cognitive Domain: Application
24. Our emergency room medical team has clear tasks for each member, a code of
conduct we implement each day, and a group that functions well together. Our team is
displaying which characteristic of team excellence?
A. clear, elevating goal

B. results-driven structure
C. collaborative climate
Ans: B
25. Our team has just the right mix of people with complementary skills and strengths.
Our team is displaying which characteristic of team excellence?
A. standards of excellence
C. competent team members
Ans: C
26. Our food product development team has an excellent sense of team unity and
employs a spirit of camaraderie in daily operations together. Which characteristic of
team excellence is our team displaying?
C. coaching atmosphere
D. unified commitment
Ans: D
27. I enjoy working with this team because we all trust each other and respect what
each person brings to the team. Which characteristic of team excellence am I
displaying?
A. collaborative climate
C. coaching atmosphere
Ans: A
28. We all feel committed to do our best because as a team we created our code of
conduct and performance criteria together. Which characteristic of team excellence is
our team displaying?
B. standards of excellence
C. real team
Ans: B
29. Our organization provides us with the resources we need to complete our team
projects and has a generous bonus system if we exceed standards and meet deadlines.
Which characteristic of team excellence is our organization displaying?
B. internal support and recognition
C. external support and recognition
D. collaborative climate
Ans: C
30. I am a leader who is focused on influencing the team in positive ways to be effective
including my use of motivation and coordination. Which characteristic of team
excellence am I displaying?
B. compelling purpose
C. external support and recognition
Ans: D
31. The principled leadership characteristic of team excellence is central to team

effectiveness, influencing the team through four processes. Which is not one of these
processes?
A. cognitive
B. directive
C. motivational

D. coordination
Ans: B
32. One of the potential benefits to a team of a slow-to-act leader is ______.

A. increased positional leadership
B. decreased decision effectiveness
C. encouraging team members to emerge as leaders
D. preventing problems from getting out of control
Ans: C
Answer Location: Leadership Decisions
33. The team I am leading is in conflict with constant infighting and little focus on the
project’s goals. I should take ______.
A. external task action
B. internal task action
C. internal relational action
D. External environmental action
Ans: C
34. My team gets along well with one another and has worked together for a long time
and consistently exceeded its goals despite recent changes in our company. Recently,
the organization has made some reporting structure changes and has had to reduce the
workforce due to budgetary constraints on the company. Applying McGrath’s critical
leadership functions, I need to ______.
A. do internal monitoring
B. take internal executive action
C. do external monitoring
D. take external executive action
Ans: C
35. External environmental actions include ______.

A. coaching
B. structuring for results

C. modeling principles
D. advocating
Ans: D
Answer Location: Leadership Actions
36. What needs to happen for the team to effectively perform and to have solid
development?
A. leadership decisions must monitor or take action
B. leadership decisions must be centered on internal action only
C. leadership decisions must be centered on external action only
D. leadership decisions must monitor internal environmental actions
Ans: A
37. When a leader uses skills to improve the task performance effectiveness of the
team he or she is using ______.
A. environmental leadership monitoring processes
B. external leadership action processes
C. internal relational leadership actions
D. internal task leadership actions
Ans: D
38. I am using controlling, coordinating, mediating and synthesizing as I focus on issues

to help the team complete goals. Which type of leadership decision making am I using?
A. internal relationship actions
B. external relationship actions
C. internal task actions
D. environmental assessment actions
Ans: C

39. One of my team members constantly has his ideas minimized by other group
members. He appears disheartened and has withdrawn from the team brainstorming
processes. I should employ which internal relational leadership action with this team?
A. goal focusing
B. satisfying individual member needs
C. modeling ethical practices
D. buffering team members from environmental distractions
Ans: B
40. Negotiating upward to secure necessary resources, support, and recognition for the
team is an example of ______.
A. an external environmental leadership action
B. a relational external leadership action
C. a task internal leadership action
D. a relational internal leadership action
Ans: A
41. When the leader assessment of the team has determined that the team is
functioning well, what should the leader do?
A. take appropriate action
B. nothing
C. monitor the internal and external environments
D. provide relational coaching
Ans: C
Answer Location: How Does Team Leadership Work?
42. One strength of the team leadership model is ______.

A. its complexity
B. changes in leaders disrupt the team process
C. it provides specific answers to specific problems
D. its application to real-life organizations
Ans: D
Answer Location: Strengths

43. Which of the following is not a strength of the team leadership model?
A. its complexity
B. it provides a cognitive guide to aid leaders in maintaining effective teams
C. shared leadership works for all team members’ skill levels
D. it provides for a shared leadership model in organizations
Ans: A
Answer Location: Strengths
44. Which of the following is not a criticism of the team leadership model?
A. its complexity
B. it includes only a partial list of skills leaders might use to make team decisions
C. shared leadership might not work for all team members’ skill levels
D. it provides a cognitive guide to aid leaders in maintaining effective teams
Ans: D
Answer Location: Criticisms
45. Rafael notices his research and development teammates are not getting along due
to differences in work style. He suggests they participate in a 2-hr workshop on
personality profiles and communication skills. Rafael is applying which type of
leadership action?
A. external environmental
B. internal relational
C. internal task
D. external conflict
Ans: B
46. In team leadership theory, two of the leader's primary decisions are ______.
A. to build a vision and implement change
B. to monitor or take action
C. to be a role model and an innovator
D. to organize and to control
Ans: B

47. McGrath describes diagnosing group deficiencies as part of ______.

A. monitoring/internal
B. executive action/internal
C. monitoring/external
D. executive action/external
Ans: A
48. For leaders, McGrath's critical leadership functions do not include which type of
group leadership function?
A. diagnosing group deficiencies
B. preventing deleterious changes
C. negating remedial action
D. forecasting environmental changes
Ans: C
49. According to Zaccaro, principled leadership influences team effectiveness through

these processes: ______.
A. supporting, controlling, delegating, and directing
B. cognitive, motivational, affective, and coordinational
C. forming, storming, norming, and performing
D. technical, interpersonal, intrapersonal, and empathetical
Ans: B
Answer Location: Principled Leadership
50. Leadership decisions include all of the following except ______.

A. task or relational
B. overt or covert
C. monitor or take action
D. internal or external
Ans: B

51. Team effectiveness is evaluated on these desired team outcomes: ______.

A. performance and development
B. norming and forming
C. technical and empathetical
D. controlling and delegating
Ans: A
52. Characteristics of team effectiveness include all of the following except ______.
A. unified commitment
B. relationship-driven structure
C. external support
D. collaborative climate
Ans: B
53. Internal relational leadership actions include all of these except ______.
A. collaborating: including, involving
B. managing conflict and power issues
C. building commitment
D. networking and forming alliances
Ans: D
54. Which of the following is not one of the characteristics of team excellence, according
to Larson and LaFasto?
B. collaborative climate
C. authoritative leadership
D. clear, elevated goal
Ans: C

55. External leadership actions are considered ______.

A. relational
B. environmental
C. leadership decisions
D. task
Ans: B
56. What scholar(s) provided grounded research support for the group effectiveness
approach?
A. Hackman and Walton
B. McGrath
C. Larson and LaFasto
D. Hill
Ans: A
57. Hill's model for team leadership suggests what number of leadership decisions a
leader must make before taking leadership actions?
A. 4
B. 3
C. 7
D. 5
Ans: B
58. McGrath suggests preventing deleterious changes as part of ______.

A. monitoring/internal
C. monitoring/external
Ans: D

59. Team leadership research started focusing on more than just outcomes in the
______.
A. 1990s
B. 1960s
C. 1980s
D. 1970s
Ans: A
60. A criticism of the team leadership model is ______.

A. it does not place the ongoing work group in an environmental context
B. it neglects to account for the changing roles of leaders in organizations
C. it is too complex and is not practical for a growing number of team leaders
D. it does not help in selecting team leaders
Ans: C
61. What scholar(s) studied real-life successful teams and found eight characteristics
that were consistently associated with team excellence?
A. Hackman and Walton
B. Hill
C. Larson and LaFasto
D. McGrath
Ans: C
Answer Location: Leadership Effectiveness
62. The team leadership model has been criticized for ______.
A. only applying to non-profit organizations
B. failing to recognize external environmental factors
C. being overly complex
D. ignoring the idea that leadership can be shared
Ans: C

63. Team leaders need to construct a mental model to ______.

A. identify problems and solutions within the team
B. take simple problems and find hidden complexities
C. improve their communication skills
D. give team members the role of problem solving
Ans: A
64. Liz is a team leader at a local grocery store. Recently, her boss said that she needs
to address the negative attitudes of employees. To try and fix this problem, she has
begun awarding gift-cards to employees who have great attitudes. What internal
leadership intervention is Liz addressing?
A. managing conflict
B. facilitating decisions
C. goal focusing
D. satisfying needs
Ans: C
65. According to McGrath, “taking remedial action” is part of ______.

A. executive action/external
C. monitor/external
D. monitor/internal
Ans: B
66. Internal task leadership actions include all of the following except ______.
A. collaborating
B. goal focusing
C. structuring for results
D. organizing
Ans: A

67. What model attempts to integrate mediation and monitoring concepts with team
effectiveness?
A. team leadership model
B. critical leadership functions model
C. group effectiveness model
D. team excellence model
Ans: A
68. Forecasting environmental changes fits into what quadrant of the critical leadership
functions?
A. monitor/internal
B. monitor/external
C. executive action/internal
Ans: B
69. Examples of organizational teams can include all of the following except ______.
A. task force
B. work unit
C. quality team
D. project manager
Ans: D
70. Contemporary organizations are relying more and more on teams for all of the
following reasons except ______.
A. increasingly complex tasks
B. flattening of organizational structures
C. more globalization
D. lack of leadership potential
Ans: D

71. An angel investor just provided the financial capital for you to start up a new crop
science technology company. You decide to set up your new business using a team-
based structure because research shows this organizational design, done effectively,
will lead to all of the following except ______.
A. better quality products
B. greater innovation
C. less waste of resources
D. less need for leadership
Ans: D
AACSB Standard: Systems and processes in organizations
72. William was recently hired as international relations manager for a large animal
nutrition company. He set up several virtual teams to represent various global regions.
William should expect which of the following to happen?
A. to spend little of his time leading these employees
B. less collaboration among these employees
C. challenges in building trust among teammates
D. increases in company travel costs due to this structure
Ans: C
73. Hill’s model of team leadership requires a leader to consider all of the following
questions to improve team effectiveness except ______.
A. Which of my personal values are being impacted?
B. What type of intervention should be used?
C. At what level should the intervention be targeted?
D. What leadership function should be implemented?
Ans: A
Answer Location: Summary
74. The two types of internal leadership actions in Hill’s model of team leadership are
reminiscent of the two dimensions in ______.
A. George’s Authentic Leadership Model

B. Bass’s Transformational Leadership Theory
C. Blake and Mouton’s Leadership Grid
D. Katz’s Skills Approach Model
Ans: C
75. Ana is leading an effective team of youth development educators during a

particularly stressful time of year when the team must submit year-end government
reports by the end of the week. Ana goes to a networking event and overhears that her
regional director is retiring next year and a shift in personnel is expected. Ana decides
not to share that gossip with her team right away. She is demonstrating ______.
A. advocating, an external environmental action
B. buffering, an external environmental action
C. managing conflict, an internal relational action
D. maintaining standards of excellence, an external leadership action
Ans: B
76. Niko is a member of a five-person community action team to address natural

resource issues in his region. He notices that every time the team meets, members do
not listen respectfully to each other. According to Hill’s model of team leadership Niko
should ______.
A. report this dynamic to his supervisor who can bring more authority to the situation
B. dismiss himself from the team and return when conditions are better
C. step up into a leadership role and use coaching behaviors to address internal
relations
D. change the structure and goals of the team in order to align tasks better
Ans: C
77. Internal task oriented leadership actions include ______.

A. networking
B. modeling ethical principles
C. advocating for the team
D. facilitating decision making
Ans: D

78. A “team” is more than an organizational group, in that a team is composed of

______.
A. members who are interdependent
B. members who are experienced facilitators
C. members who meet face-to-face
D. members who are independent
Ans: A
79. External support and recognition suggests that organizational rewards ______.
A. are unnecessary in team-based work
B. should be targeted at specific individuals on teams
C. should be given to whole teams in recognition of collective accomplishments
D. are best bestowed upon formal team leaders so others can strive for excellence
Ans: C
80. In Hill’s model of team leadership, a line connects Leadership Decisions with Team
Effectiveness. This represents ______.
A. the continuous process of gathering and analyzing data about the team for decision
making
B. the permission to for the leader to take a “do nothing” approach on effective teams
C. the notion that leadership decisions are ultimately external in nature
D. the bottom line reality that leadership actions do not correlate with team performance
Ans: A
True/False
1. Flatter organizations refer to the trend of shifting decision-making powers upward in

the organizational hierarchy.
Ans: F

2. According to team leadership theory, individuals other than the formal leader can
perform the critical leadership functions.
Ans: T
3. Most experts agree that team leadership is a simple process.

Ans: F
4. A mistake commonly made is to call a work group a “team” but treat it as a collection
of individuals.
Ans: T
5. Hill’s model for team leadership outlines a total of seven leadership actions.
Ans: F
6. Networking and advocating are examples of external team leadership actions.

Ans: T
7. The team leadership model provides the leader or a designated team member with a
mental road map to diagnose team problems.
Ans: T

8. Teams with distributed leadership have some advantages over single leader teams.
Ans: T
9. In virtual teams, relational functions are more critical than in traditional, face-to-face
teams.
Ans: T
10. If team goals are unclear, an internal relational intervention is needed to focus on
building commitment.
Ans: F
Short Answer
1. Name and give a brief description of two characteristics of team excellence as

identified by Larson and LaFasto.
Ans: Students must give two of the following with an appropriate description.
Clear elevating goal--An overarching purpose that engage and unites the team
Results driven structure--Effective task design, team member composition, and team
norms of conduct
Competent team members--Appropriate number of people with requisite technical and
interpersonal skills
Unified commitment--Carefully designed and supported to develop a sense of identity
and spirit.
Collaborative climate--Environments that develop trust, openness, honesty, and foster
risk taking
Standards of excellence--Clear norms of conduct that are consistently communicated
and reinforced
External support and recognition--Material resources and rewards, educational access,
and information systems for necessary data.
Principled leadership--Commitment from leaders/members to provide cognitive,
motivational, affective, and coordination support.

2. Effective team performance is said to begin with the leader doing what?
Ans: Effective team performance begins with the leader seeing the situation that the
team is experiencing--the leader’s mental model. This mental model reflects the
components of the problem confronting the team and the environmental and
organizational contingencies.
3. What are the three decisions a leader must make as he or she strives for team
effectiveness?
Ans: Should I monitor the team or take action? Should I intervene to meet task or
relational needs? Should I intervene internally or externally?
4. The communications director for a national political candidate noticed that the
campaign’s speechwriting team was feeling unmotivated and underappreciated
because no one at campaign headquarters had ever recognized them for their hard
work. The communications director decided to produce a series of short, fun videos
profiling each speechwriter and shared it with top campaign officials in order to better
connect the team to powerful people in the organization. This is an example of what
kind of leadership action?
Ans: Networking and forming alliances, an external environmental leadership action
Difficulty Level: Hard
5. Name a theory or approach studied in our textbook that you feel most closely aligns
with the team leadership approach. Give a one-sentence justification of your response.
Ans: Answers will vary but may include:
Behavioral approach because task and relationship actions are central.
Situational approach because leader has to diagnose a situation.
Path Goal theory because various leader behaviors are outlined.
Servant leadership because the good of the team (or good of others) is considered first.
Adaptive leadership because team members and leaders must get on the balcony and
diagnose their situation and adapt accordingly.

Answer Location: Description/Leadership Decisions
Essay
1. Describe the monitoring function of team leadership. How does it change in a fast-
paced environment?
Ans: Functions as tool to assess whether the leader needs to step in and repair
problem. Includes continual scanning and observing both the internal functions of the
team and the team’s environment, as well as the need to gather, analyze, organize, and
interpret information to make informed decisions.
AACSB Standard: Interpersonal relations and teamwork
2. Much of the effectiveness of the team leadership model depends on accurate

diagnoses of team problems. What skills does this require? What can a leader do to
improve skill in this area?
Ans: Types of possible skills include being behaviorally flexible; conceptual skills; and
being perceptive, open, objective, analytical, and a good listener. Students may mention
traits as well (i.e., intelligence, confidence). Improvement mainly comes from experience
and practice.
3. How does management of virtual teams differ from face-to-face teams? Do all parts
of the team leadership model apply as well to virtual teams?
Ans: It is important for virtual leaders to be able to “read” the contexts of silences and
misunderstandings without normal cues to guide them. They need to be very aware of
team flow to anticipate when action is needed and deadlines will not be met. Virtual
team leaders should apply all parts of the team leadership model. They must be even
more attentive and aware of all parts of the model due to the added challenges of virtual
leadership.
4. How can a leader create unified commitment on a team?

Ans: Using characteristics of team effectiveness (i.e., enabling structure, expert
coaching, clear direction); creating a “collaborative climate”; and getting members to

invest in the “clear, elevating goal”. The text also suggests that “team spirit can be
developed by involving members in all aspects of the process.”
5. Hypothetically, the decision-making steps involved in the team leadership model

could be done by any member of the team. Under what conditions would a team need
to have more than just the leader monitoring and intervening?
Ans: Ideally a team would have skilled members, all of whom could monitor the group’s
actions at all times. Any member might see a problem that needs to be addressed and
decide to take an action. Such shared leadership would be particularly helpful in a team
that has internal task and relational problems as well as external problems. The team
leader might not be able to address all of the problems simultaneously. For example,
team members might intervene internally to improve interpersonal problems while the
leader focuses on intervening on the task issue. And together the leader and members
could focus on dealing with the external problems. Team leaders do not always
accurately diagnose team problems, and having team members also monitoring and
taking requisite action can lead to greater effectiveness.
6. Gender is not mentioned as a relevant factor in this model, but has been mentioned
in other chapters of our textbook. How would Watson and Hoffman (2004) predict that
male and female leaders would be perceived when using the team leadership model?
What would you predict?
Ans: Because so much of the decision making in the team leadership model is task
related, Watson and Hoffman would predict equal influence and team performance
outcomes for men and women leaders. However, women leaders would be rated lower
on likability and leadership, which might affect team effectiveness factors such as
collaborative climate. If the decision-making process involved more internal relational
decisions, one might expect women to be rated equal to men or perhaps even more
highly.

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Northouse, Leadership 8e

SAGE Publications, 2019

1. Teams that meet face-to-face ______.

2. The definition of what constitutes a team ______.

4. An advantage that effective teams can bring to organizations is ______.

SAGE Publications, 2019

5. The traditional authority structure in organizations ______.

6. Teamwork as described in the text is ______.

7. The term heterarchy refers to ______.

8. Heterarchy leads to positive outcomes ______.

SAGE Publications, 2019

9. Teamwork success requires ______.

10. Day et al. refer to shared leadership as ______.

11. A benefit of shared leadership compared with a non-shared leadership process is

12. A disadvantage of shared leadership is ______.

SAGE Publications, 2019

13. In the team leadership model, the leader’s job is ______.

SAGE Publications, 2019

SAGE Publications, 2019

SAGE Publications, 2019

SAGE Publications, 2019

31. The principled leadership characteristic of team excellence is central to team

SAGE Publications, 2019

32. One of the potential benefits to a team of a slow-to-act leader is ______.

35. External environmental actions include ______.

SAGE Publications, 2019

38. I am using controlling, coordinating, mediating and synthesizing as I focus on issues

SAGE Publications, 2019

42. One strength of the team leadership model is ______.

SAGE Publications, 2019

SAGE Publications, 2019

47. McGrath describes diagnosing group deficiencies as part of ______.

49. According to Zaccaro, principled leadership influences team effectiveness through

50. Leadership decisions include all of the following except ______.

SAGE Publications, 2019

51. Team effectiveness is evaluated on these desired team outcomes: ______.

SAGE Publications, 2019

55. External leadership actions are considered ______.

58. McGrath suggests preventing deleterious changes as part of ______.

SAGE Publications, 2019

60. A criticism of the team leadership model is ______.

SAGE Publications, 2019

63. Team leaders need to construct a mental model to ______.

65. According to McGrath, “taking remedial action” is part of ______.

SAGE Publications, 2019

SAGE Publications, 2019

SAGE Publications, 2019

75. Ana is leading an effective team of youth development educators during a

76. Niko is a member of a five-person community action team to address natural

77. Internal task oriented leadership actions include ______.

SAGE Publications, 2019

78. A “team” is more than an organizational group, in that a team is composed of

1. Flatter organizations refer to the trend of shifting decision-making powers upward in

SAGE Publications, 2019

3. Most experts agree that team leadership is a simple process.

6. Networking and advocating are examples of external team leadership actions.

SAGE Publications, 2019

1. Name and give a brief description of two characteristics of team excellence as

SAGE Publications, 2019

SAGE Publications, 2019

2. Much of the effectiveness of the team leadership model depends on accurate

4. How can a leader create unified commitment on a team?