Leading Teams Coursera Quiz Answers – Networking Funda

All Weeks Leading Teams Coursera Quiz Answers

Leading Teams Week 01 Quiz Answers

Q1. What is the optimal team size for effectiveness?

• a. Less than 4 individuals
• b. 5-10 individuals
• c. 11-15 individuals
• d. 16-20 individuals
• e. More than 20 individuals

Q2. Larger teams allow for more efficient decision making.

• True
• False

Q3. If you want to increase innovation in your team, you should increase diversity in the team on which of the following personal attributes:

• a. Age
• b. Gender
• c. Tenure with the organization
• d. Education backgrounds
• e. None of the above

Q4. Over time as teams work together, team diversity on values becomes more important for team effectiveness than demographic diversity.

• True
• False

Q5. Demographic faultlines in teams:

• a. Improve team performance
• b. Reduce team conflict
• c. Increase goal commitment
• d. Reduce team cohesion
• e. All of the above

Q6. Teams that consist of highly extraverted individuals always produce more creative outputs.

• True
• False

Q7. Composing your team with individuals who have more collectivistic values can improve team performance.

• True
• False

Q8. When team members perceive a high level of fit between their own values and the values of the group overall:

• a. Happiness in the team increases
• b. Intent to turnover increases
• c. Job satisfaction increases
• d. Group cohesion decreases
• e. Commitment to the organization decreases

Q9. When your team’s goal is highly difficult, you want to design your team to have:

• a. A strong performance orientation
• b. A strong learning orientation
• c. Values that emphasize individualism
• d. A mix of personalities
• e. None of the above

Q10. When your team is working on a complex task, you should set a specific learning goal for the team.

• True
• False

Leading Teams Week 02 Quiz Answers

Q1. If your team is working in a highly dynamic and unpredictable task environment, how should you structure your team?

• a. A generalist structure
• b. A specialist structure
• c. A network structure
• d. A and C
• e. None of the above

Q2. Shifting from a specialist to a generalist team structure is easier than shifting from a generalist to a specialist team structure.

• True
• False

Q3. If your team needs to execute a task quickly and efficiently, how should you structure decision making in your team?

• a. Centralized
• b. Decentralized
• c. Consensus-based
• d. Use a voting system
• e. None of the above

Q4. To maximize your team’s creativity, you should structure your team using a decentralized approach to decision making.

• True
• False

Q5. Switching from a decentralized decision making structure to a centralized decision making structure is highly effective in teams.

• True
• False

Q6. If you need to improve the speed of execution in your team, which of the following reward structures will be most effective?

• a. A cooperative, group-based reward structure
• b. A competitive, individual-based reward structure
• c. A mixed reward structure using both cooperative and competitive incentives
• d. Reward structures cannot help improve speed of execution

Q7. Switching from a competitive reward structure to a cooperative reward structure promotes greater team creativity.

• True
• False

Q8. Which of the following strategies can improve effectiveness in a virtual team?

• a. Foster team empowerment
• b. Implement a clear and fair reward structure
• c. Clarify team member roles
• d. Build a safe environment in the team where people feel like they can speak up
• e. All of the above

Q9. Team leaders have very little influence on the norms in the team.

• True
• False

Q10. Having your team complete a formal charter to define goals and roles often leads to greater conflict and hurts team performance.

• True
• False

Leading Teams Week 03 Quiz Answers

Q1. Social loafing occurs because:

• a. We work harder in teams
• b. We are influenced by the team leader
• c. We suffer from the diffusion of responsibility
• d. We mismanage team formation
• e. All of the above

Q2. In situations of reciprocal interdependence, it is best to centralize coordination in the hands of a team leader:

• True
• False

Q3. What strategies help mitigate the common information effect in teams?

• a. Increasing team and individual accountability
• b. Rank-ordering alternatives instead of choosing the best option
• c. Minimizing status differences among teammates
• d. Both (a) and (c)
• e. Both (b) and (c)

Q4. To counteract social loafing in your colleague’s team, you would advise her to:

• a. Split the team task into discrete, identifiable, and measurable outputs
• b. Assign unique roles to her teammates
• c. Demonstrate how the individual outputs contribute to the overall product and affect the customer experience
• d. Take the team to a group dinner
• e. All of the above

Q5. The differences in lingua franca fluency can give rise to status differences in a team:

• True
• False

Q6. To resolve conflicts, it is best to:

• a. Compromise to ensure equal distribution of outcomes
• b. Transform task conflict into relationship conflict
• c. Add to new issues to the discussion to facilitate trade-offs across issues
• d. Avoid addressing relationship conflict
• e. None of the above

Q7. To help less fluent speakers of lingua franca in your team to be effective contributors to your team, you should

• a. Solicit their inputs prior to team meetings
• b. Ask them to lead a part of a team meeting
• c. Minimize the use of idiomatic expressions in your speech
• d. Use visuals and handouts to facilitate the delivery of your message
• e. All of the above

Q8. Which approaches are generally effective for managing coordination?

• a. Making sure that all teammates are involved in every team task
• b. Decentralizing coordination and empowering teammates
• c. Making sure that every teammate is doing his/her fair share on every task
• d. Restructuring tasks so that they are described by reciprocal interdependence
• e. None of the above

Q9. The following statements are true about conflict:

• a. Relationship conflict promotes creativity
• b. Relationship conflict is least detrimental at a mid-point of a team’s life cycle
• c. Task conflict is especially helpful in the execution phases of the project
• d. Task conflict can give rise to relationship conflict
• e. None of the above

Q10. Common information effect occurs in teams because:

• a. Teammates are not prepared for meetings
• b. Not everybody gets a chance to speak
• c. Common information is instantly validated and reinforced
• d. Unique information is less relevant to the discussion
• e. Both (b) and (c)
• f. Both (a) and (b)

Leading Teams Week 04 Quiz Answers

Q1. Which of the following statements are true?

• a. Teams are more effective in brainstorming sessions compared to the same number of individuals working independently because teammates can build on one another’s ideas.
• b. Teams are less effective in brainstorming sessions than the same number of individuals working independently because people working in groups are often concerned about how their ideas will be perceived and evaluated by others.
• c. Teams are more effective in brainstorming sessions compared to the same number of individuals working independently because teammates are inspired when they hear the ideas of others.
• d. Both (a) and (c)
• e. None of the above

Q2. The best way to develop transactive memory in your team is to ask teammates to participate in a seminar on working in high-performing teams.

• True
• False

Q3. Teams high in transactive memory attain superior performance due to:

• a. Increased psychological safety
• b. Reduced coordination costs
• c. Reduced social loafing
• d. Increased motivation
• e. All of the above

Q4. High turnover in your team’s membership can jeopardize the development of psychological safety and transactive memory.

• True
• False

Q5. To identify high-performing teams in your organization, you would recommend collecting data on:

• a. Team performance against objective performance metrics
• b. Satisfaction levels of the teammates
• c. Individual and team learning
• d. Both (a) and (c)
• e. All of the above

Q6. Your colleague who is managing her own team, is contemplating running a brainstorming session. You would recommend the following approach for the session:

• a. The team leader would start the session by presenting her own ideas
• b. Going around the table sequentially to make sure everybody gets a chance to present their ideas
• c. Ask the most junior member of the team to present his/her ideas first
• d. Asking people to take a few minutes and write down their ideas in silence before any discussion
• e. Both (a) and (b)

Q7. In today’s meeting the leader of a team acknowledged a mistake she made in the last month’s project estimates. Such behavior helps stimulate the climate of psychological safety in the team.

• True
• False

Q8. Teams high in psychological safety outperform those low in psychological safety due to:

• a. Greater ability to detect mistakes
• b. Better coordination
• c. Greater transactive memory
• d. Better ability to surface unique information
• e. Both (a) and (d)
• f. All of the above

Q9. To increase learning in your team, it is useful to have each teammate be engaged in all tasks. The potential risk of this approach to learning is most likely to be:

• a. Decreased trust
• b. Increased relationship conflict
• c. Increased coordination costs
• d. Both (a) and (c)
• e. All of the above

Q10. Doing a retreat with your team outside of work can help prevent and mitigate the common information effect.

• True
• False

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