11Student: ___________________________________________________________________________1. Specific goals do not work as well as general goals.True False2. Easy goals do not result in high levels of performance.True False3. Organizational goals are most likely to be achieved if there is commitment at both the top and the bottomof the organization.True False4. Giving constructive feedback involves sharing information with another about quality and impact of thatperson’s behavior.True False5. A subordinate can usually be able to tell whether they are doing a good job even without feedback.True False6. Supervisors hesitate to use positive feedback because they believe subordinates may see it as politicallymanipulative, ingratiating, or insincere.True False7. To maximize the impact of feedback, people should provide feedback to groups instead of specificindividuals.True False8. It is the follower’s choice whether to hear and whether to act on feedback.True False9. Followers will seek feedback from peers if their leader is not trustworthy.True False10. Team building interventions will always help remove root causes of problems.True False11. The Rocket Model of Team Effectiveness tells leaders what steps to take, and when to take them whenbuilding new teams.True False12. After the team norms and buy-in issues have been addressed, leaders need to work with team members tosort out the mission and talent issues.True False13. Morale is at the top of the Rocket Model of Team Effectiveness.True False14. The power component of the Rocket Model is concerned with setting common directions for theteam.True False15. Unlike morale, results are a symptom of the other components of the Rocket Model.True False16. Research shows that followers are generally happier when their leaders frequently delegate tasks.True False17. Leaders often avoid delegation because the task is a desirable one.True False18. Making the assignment clear and specific is among the principles of effective delegation.True False19. Forging a partnership is the first step in informal coaching.True False20. Goals should beA. vague.B. challenging.C. general.D. easy.21. Having specific goals is closely related to having ___________ goals.A. qualityB. energizingC. observableD. specific22. Which of the following is a false statement concerning goals?A. Setting goals guarantee success.B. Goals are most likely to be achieved if there is commitment to them.C. Goals should be challenging but attainable.D. Goals accompanied by feedback reflect higher performance.23. A person could potentially have good ___________ skills and still have poor feedback skills.A. communicationB. listeningC. assertivenessD. all of the above24. Which of the following statements is not accurate concerning feedback?A.Sometimes supervisors hesitate to use positive feedback because they believe subordinates may see itas politically manipulative, ingratiating, or insincere.B.Leaders may give positive feedback infrequently if they believe good performance is expected andshould not be recognized.C. Research has shown that subordinates believe their leaders give more feedback than their leaders thinkthey do.D. None of these statements is accurate.25. Which of the following was not mentioned in the text as a way leaders can improve their feedback skills?A. Make it helpful.B. Being critical.C. Being descriptive.D. Being specific.26. Which of the following is a true statement about feedback?A. It is a good idea to stick to the facts as much as possible.B. Try not to make feedback too descriptive.C. Feedback is usually not effective if given soon after the behavior occurs.D. All of the above statements are true.27. The first requirement for a team intervention to be success is that it involvesA. a range of intervention techniques.B. raising awareness.C. instrument-based feedback.D. a good sense of real-time.28. Which of the following is not one of the components of the Rocket Model of Team Effectiveness?A. PowerB. MoraleC. VisionD. Buy-in29. Which of the following statements concerning the Rocket Model of Team Effectiveness is accurate?A.When building a new team, the first thing a leader must do is clarify the team’s purpose and goals, setteam performance standards, and ensure that individual team member goals are aligned with the team’sgoals.B. When building a new team, the first thing a leader must do is select the right kind of people.C. When building a new team, the first thing a leader must do is build buy-in for the program.D. When building a new team, the first thing a leader must do is establish expected norms.30. Which of the following methods was not mentioned as a way to build buy-in for the Rocket Model ofTeam Effectiveness?A. Develop a compelling team vision or purpose.B. Involve team members in the goal, standard, and rule-setting process.C. Leaders exhibit a high level of consideration.D. The team leader has to have a high level of credibility.31. Which of the following aspects was not mentioned concerning norms for the Rocket Model of TeamEffectiveness?A.If the team or team leader is not explicit about setting the rules that govern team behavior, they willsimply evolve over time.B.The decisions the team makes, the way in which it makes decisions, how often and how long the teammeets, should all be driven by the team’s purpose and goals.C. There are many team norms.D. All of the above were mentioned concerning norms.32. According to Tuckerman, _______ is the first stage teams go through.A. formingB. stormingC. normingD. buy in33. Which of the following is false concerning delegating?A. Delegation is a simple way for leaders to free themselves of time-consuming chores.B. Delegating is less frequent in higher performing businesses.C. Delegation increased the number of tasks accomplished by the work group.D. Delegation gives followers developmental opportunities.34. Which of the following is not an important reason to delegate?A. Delegation strengthens your organization.B. Followers are developed by delegation.C. Time is freed up for other activities by delegation.D. All of these are important reasons to delegate.35. All of the following are principles of effective delegation exceptA. deciding who to delegate to.B. assigning a procedure, not an objective.C. give credit for a job well done, but take the responsibility when things go wrong.D. All of the above.36. Briefly describe the notion of providing constructive feedback.37. Briefly explain why getting helpful feedback is essential to a subordinate’s performance anddevelopment.38. List and describe six of the tips for improving feedback skills that were identified in the chapter.39. Provide a brief description of the Rocket Model of Team Effectiveness.40. Describe the term delegation.41. Name five of the common reasons for avoiding delegation that were named in the textbook.42. List and describe using examples the characteristics of a good goal.43. List and describe the components of the Rocket Model of Team Effectiveness.44. Describe the three reasons delegation is important that were cited in the textbook.45. Name and describe three of the principles of effective delegation that were described in the textbook.46. Name and describe the five steps of coaching.