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business
project team leadership

Questions and Answers of Project Team Leadership

1. Standing up for what is important, including basic principles or core values.
5. Knowing the leader’s own capabilities and motivations.
4. Analyzing how well the members of the group work together.
3. Knowing the capabilities and motivations of the individuals in the group.
2. Learning the challenges facing the group, including internal strengths and weaknesses, as well as external opportunities and threats for meeting these challenges.
1. Determining the facts by seeking information from as many sources as possible—library, field, lab, and so on.
• Describe the elements of true community.
• Develop an organizational climate that attracts and keeps good people.
• Know your motive for assuming the tasks of leadership.
• Understand the importance of alignment and prioritization.
• Describe how a leader creates and implements a powerful vision.
• Know the role of vision for leadership success.
2. How can you apply what you have learned? What will you do, with whom, where, when, and, most important, why?
1. What is the most important idea you have learned in Part One?
18. Some experts say that difference of opinion within a work group is healthy; others say it indicates basic flaws in the management process. Do you agree with the first view?
17. Do you favor the practice of using task force teams and committees, rather than making decisions alone?
16. Do you feel that everyone in your work group should have a certain amount of personal loyalty to you?
15. Do you generally leave it up to your employees to contact you, as far as informal, day-to-day communications are concerned?
14. Your way of handling a situation is being criticized by your employees. Would you try to sell your viewpoint, rather than make it clear that, as supervisor, your decisions are final?
13. Do you agree that one of the best ways to avoid problems of discipline is to provide adequate punishment for violation of rules?
12. After considerable time, you determine the answer to a tough problem. You pass along the solution to your employees, who poke it full of holes. Would you be annoyed that the problem is still
11. Do you feel that you should be friendly with employees?
10. Do you favor the use of audits and performance evaluations as a way of keeping work standards high?
9. If you had your way, would you make communication sessions employee-initiated, with personal consultations held only at the employee’s request?
8. It comes time to decide about a company event. You have heard that the majority prefer to have it on Wednesday, but you are pretty sure Thursday would be better for all concerned. Would you put
7. Do you think leaders should keep aloof from employees, because in the long run familiarity breeds lessened respect?
6. Do you find that in giving out assignments, you tend to state the goals, leaving the methods up to your employees?
5. Do you keep employees up-to-date on a regular basis on developments affecting the work group?
4. A stranger comes into your work area, and you know the person is a new employee. Would you first ask, “What is your name?” rather than introduce yourself?
3. Do you tend to prefer the planning functions of leadership, as opposed to working directly with your employees?
2. Generally, do you think it is worth the time and effort for a leader to explain the reasons for a decision or policy before putting the policy into effect?
1. Do you enjoy the authority leadership brings?
49. I have many good friends.
48. My feelings, beliefs, attitudes, and emotions are my own responsibility.
47. I have accurate aim when throwing balls or in archery, shooting, golf, and the like.
46. I can accurately estimate distances and other measurements.
45. I prefer questions that have definite right and wrong answers.
44. I am affected both emotionally and intellectually by music.
43. I use writing as a vital method of communication.
42. I am comfortable and confident with groups of people.
41. I am confident in my own opinions and am not easily swayed by others.
40. I have quick and accurate physical reflexes and responses.
39. I like the hands-on approach to learning, when I can experience personally the objects that I’m learning about.
38. I find satisfaction in dealing with numbers.
37. I have a good sense of musical pitch.
36. I enjoy reading frequently on a wide variety of topics.
35. I understand what motivates others even when they are trying to hide their motivations.
34. My inner self is my ultimate source of strength and renewal.
33. I relieve stress or find fulfillment in physical activities.
32. I am able to produce graphic depictions of the spatial world, as in drawing, painting, sculpting, drafting, or mapmaking.
31. I would like to do the work of people such as chemists, engineers, physicists, astronomers, or mathematicians.
30. I have a good sense of musical rhythm.
29. I am sensitive to the sounds, rhythms, inflections, and meters of words, especially as found in poetry.
28. I am able to work as an effective intermediary in helping other individuals and groups solve their problems.
27. I am aware of the complexity of my own feelings, emotions, and beliefs in various circumstances.
26. I work well with my hands, as would an electrician, plumber, tailor, mechanic, carpenter, or assembler.
25. I can read maps easily and accurately.
24. I require scientific explanations of physical realities.
23. I enjoy performing music, such as singing or playing a musical instrument for an audience.
22. I am able to use spoken or written words to influence or persuade others.
21. I would like to be involved in the helping professions, such as teaching, therapy, or counseling, or to do work such as political or religious leadership.
20. My ability to understand my own emotions helps me decide whether or how to be involved in certain situations.
19. I excel in physical activities such as dance, sports, or games.
18. I am good at putting together jigsaw puzzles, and reading instructions, patterns, or blueprints.
17. I am rigorous and skeptical in accepting facts, reasons, and principles.
16. I like to compose or create music.
15. I am grammatically accurate.
14. I am able to influence other individuals to believe and/or behave in response to my own beliefs, preferences, and desires.
13. My self-understanding helps me make wise decisions for my life.
12. I have skill in handling objects such as scissors, balls, hammers, scalpels, paintbrushes, knitting needles, and pliers.
11. I have a good sense of space and direction.
10. When I have a problem, I use a logical, analytical, step-by-step process to arrive at a solution.
9. I understand the basic precepts of music, such as harmony, chords, and keys.
8. I confidently express myself well in words, written or spoken.
7. I understand the moods, temperaments, values, and intentions of others.
6. I understand why I believe and behave the way I do.
5. I am physically well coordinated.
4. In my mind, I can visualize clear, precise, sharp images.
3. People come to me when they need help with math problems or any other calculations.
2. I appreciate a wide variety of music.
1. I am careful about the direct and implied meanings of the words I choose.
10. Generally speaking, people won’t work hard unless they are forced to do so.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
9. Most people forget more easily the death of their father than the loss of their property.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
8. There is no valid reason for lying to someone else.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
7. Most people are basically good and kind.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
6. One should take action only when sure it is morally right.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
5. It is safest to assume that all people have a vicious streak and that it will come out when they are given a chance to use it.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
4. When you ask someone to do something for you, it is best to give the real reasons for the request rather than giving reasons that might carry more weight.a. Strongly disagreeb. Disagreec.
3. Anyone who completely trusts someone else is asking for trouble.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
2. It is hard to get ahead without cutting corners here and there.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
1. The best way to handle people is to tell them what they want to hear.a. Strongly disagreeb. Disagreec. Undecidedd. Agreee. Strongly agree
6. Care about people. This principle will have a major impact on how people react to you and to situations. If they know you care about them, they will be honest with you and will do all they can to
5. Listen to understand. Situations may arise that at first appear as though someone is untrustworthy. Missed deadlines, unreasonable expenses, and deviations from standard practices are examples. By
4. Give responsibility. As a leader, you have bottom-line expectations. Explain your expectations to employees; then let them use their talent, education, and experience to achieve results.
3. Keep promises. Never say you will do one thing and then do another. If you can’t do what you have promised, explain why; don’t try to hide the fact that you couldn’t keep your word.
2. Consider all points of view. See situations from the other person’s perspective.Show that although you may not agree with them, you do respect the views of others.
1. Deal openly with everyone. Hidden agendas will erode people’s trust in you, while also showing that you don’t trust them.
7. The pursuit of conflicting goals. A major challenge facing leaders is navigating among conflicting goals. The central issue of such dilemmas is attempting to grant others the authority to act
6. Organizational politics. The leader must engage in political byplay from three directions: below, sideways, and above. Although tactics such as forming alliances and coalitions are a necessary
5. Too many problems involving people. A frustration facing a leader is the number of people problems requiring action. The more employees one has, the more problems one is likely to face.

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