Leadership C14

Teams that meet face-to-face

• are more effective than virtual teams

• are less effective than virtual teams

• can be equally as effective as virtual teams

• often encounter more interpersonal issues than virtual teams

The definition of what constitutes a team

• is easily defined

• is defined the same way by all organizations

• continues to evolve

• has been defined the same way for a century

Organizational teams have been the focus of many studies in order to

• determine the skill level of the team members

• find ways to help less capable members still succeed

• support organizational distribution of workload

• find strategies for maintaining a competitive advantage

An advantage that effective teams can bring to organizations is

• higher quality leader and follower exchanges

• reduction in overtime worked

• more innovative and creative success

• cost benefits

The traditional authority structure in organizations

• provides a safety net for teams

• often does not support lateral decision making

• can enhance the team culture

• often leads to successful, creative teamwork

Teamwork as described in the text is

• lateral decision making

• vertical decision making

• hierarchical decision making

• team leader decision making

The term heterarchy refers to

• the power struggles in teams

• the shifts in power from team member to top leadership

• the coercive power shifting in teams

• the dynamic power shifting in teams

Heterarchy leads to positive outcomes

• for all team members

• for team members who want power

• if team members find heterarchy legitimate

• if the top leader makes the final decision

Teamwork success requires

• organizational culture based on authoritarian decision making

• organizational culture based on position

• organizational culture that is easy to change

• organizational culture that supports lateral decision making

Day et al. refer to shared leadership as

• leader distributive method

• follower empowerment

• team leadership capacity

• shared leader capacity