1.

General goals work better than specific goals because they often provide enough information
regarding which behaviors are to be changed or when a clear end state has been attained. False
2. The context component of the Rocket Model is concerned with setting a common direction for a
team. True
3. According to the Rocket Model, after team norms and buy-in issues have been addressed, leaders
should work with team members to sort out mission and talent issues. False
4. Subordinates can usually tell whether or not they are doing a good job even without feedback. False
5. In the context of team-building interventions, highly effective facilitators help the participants make
the links back to team dynamics that occur on the manufacturing floor or in the boardroom. True
6. The Rocket Model of Team Effectiveness tells leaders what steps to take and when to take them when
building new teams. True
7. When providing evaluative feedback, it is inappropriate and ineffective to compare a subordinate's
behavior with the behavior of peers or co-workers. False
8. An issue related to impressions and evaluative feedback concerns the distinction between job-related
feedback and more personal or discretionary feedback. True
9. the morale component of the Rocket Model is the most difficult component to observe and evaluate.
False
10. Research shows that followers are significantly happier when their leaders frequently delegate tasks.
False
11. In the context of effective delegation, the first step leaders should take when deciding what to
delegate is to identify all their present activities. True
12. Leaders often avoid delegation when a task is a desirable one that could generate power or prestige.
True
13. In the context of the Rocket Model, teams with low levels of buy-in have team members who believe
in what the team is trying to accomplish and will enthusiastically put forth the effort needed to
complete their assigned tasks and make the team successful. False
14. To maximize the impact of feedback, people should provide feedback to large groups instead of
specific individuals. False
15. Giving constructive feedback involves sharing information or perceptions with another about the
nature, quality, or impact of that person's behavior. True
16. Setting easy goals rarely leads to high levels of performance. True
17. Some supervisors hesitate to use positive feedback because they believe subordinates may see it as
politically manipulative, ingratiating, or insincere. True
18. Forging a partnership is the first step in informal coaching. True
19. According to Peterson and Hicks, good coaches orchestrate rather than dictate development. True
20. Organizational goals are most likely to be achieved if there is commitment at both the top and the
bottom of the organization. True
21. According to the Rocket Model, after team norms and buy-in issues have been addressed, leaders
should work with team members to sort out mission and talent issues. FALSE
22. The first requirement for a team intervention to be successful is raising awareness about how teams
really work.
23. According to Peterson and Hicks, which of the following is the first step in informal coaching
establishing a relationship based on trust
24. Which of the following statements best exemplifies effective delegation? A leader must give
subordinates the freedom to make certain kinds of mistakes L eaders should address norms
before discussing the context or mission components.
25. the context of the Rocket Model, a critical first step to building a high-performing team is to gain
alignment on team context.
26. In the context of the principles of effective delegation, which of the following is the first step of
deciding what to delegate? identifying all the present activities
27. Subordinates can usually tell whether or not they are doing a good job even without feedback. FALSE