final

Question 1

meyer’s 8 different scales

Answer 1

communication, evaluating, persuading, leading, deciding, trusting, disagreeing, scheduling.

Question 2

meyer: relevant leadership solutions

Answer 2

Adapt your leadership style to fit the cultural context, be aware of different communication styles and build cross cultural competence

Question 3

Meyer: Guanxi

Answer 3

chinese concept of building networks or connections based on mutual benefit

Question 4

affective trust

Answer 4

based on emotional closeness and personal relationships

Question 5

cognitive trust

Answer 5

based on knowledge and reliability

Question 6

Sachlichkeit

Answer 6

The german value of objectivity and straightforwardness in communication

Question 7

meyer: Mianzi

Answer 7

the chinese concept of face, which involves maintaining dignity and avoiding embarrassment

Question 8

Li Shen Example

Answer 8

Shows how different cultures handle disagreement and the importance of being aware of these differences to manage conflicts effectively

Question 9

Siebdrat, et. al: Geographical Differences and Effienciency:

Answer 9

Emphasizes the need to manage time zones, communication styles and cultural differences in virtual teams

Question 10

siebdrat: task processes and socio-emotional processes

Answer 10

task processes focus on the work itself, while socio-emotional processes focus on team relationships. both are essential for the success of virtual teams

Question 11

pentland: the science of building great teams: energy, engagement, exploration, charismatic connectors

Answer 11

key behaviors that drive team performance. charismatic connectors facilitate communite. charismatic connectors facilitate communication and energy within the team.

Question 12

pentland: the science of building great teams. defining characteristics of successful teams

Answer 12

include equal contribution from team members, high levels of social sensitivity, the ability to connect with others outside the team, and frequent face to face communication

Question 13

johnson vickberg and chrisfort 4 work styles

Answer 13

pioneers are imaginative and outgoing, drivers are logical and competitive, integrators are empathetic and diplomatic, and guardians are methodical and detail-oriented

Question 14

johnson vickberg and christfort: general strategies for leadership

Answer 14

understand the different work styles, create a balanced team, and adapt leadership strategies to manage conflicts and leverage each style’s strength

Question 15

wooley and malone: ‘what makes a team smarter? more women’ - collective intelligence

Answer 15

a team’s ability to perform a variety of tasks effectively

Question 16

social sensitivity

Answer 16

the ability to understand and respond to the feelings and perspectives of team members, which is a key factor in collective intelligence

Question 17

davidson: managing conflict in organizations - conflict management responses

Answer 17

competing, collaborating, compromising, avoiding, and accommodating. each response is suitable for different situations

Question 18

davidson: ‘managing conflict in organizations’ - who wins and soes

Answer 18

depending on the response, either one party, both parties, or neither may benefit

Question 19

davidson: ‘managing conflict in organizations’ - 3 general causes of conflict

Answer 19

communication issues, structural factors and personal differences

Question 20

davey: ‘let your team have that heated conversation’ - conflict debt

Answer 20

the accumulation of unresolved conflicts that can hinder team performance

Question 21

leadership techniques for Navigating Emotional Conversations

Answer 21

encourage open dialogue, create a safe environment for conflict, and address issues promptly to prevent conflict debt

Question 22

sitkin and hackman: ‘developing team leadership: an interview with coach K’ - key lessons, standard setting

Answer 22

key lessons: importance of setting standards, managing star performers and maintaining team cohesion, standard - setting establishing clear expectations and leading by example

Question 23

williams and mihaylo: ‘how the best bosses interrupt bias on their teams: strategies to foster equity and inclusion’ - hiring practices

Answer 23

implementing unbiased recruitment processes

Question 24

Groysberg & Connolly: ‘Great Leaders who Make the Mix Work’ - 8 Leadership Suggestions

Answer 24

foster diversity, create inclusive teams, promote open communication, leverage diverse perspectives for innovations

Question 25

Halvorson on Finding Great Leaders

Answer 25

identifying leaders who can navigate diverse teams and drive performance

Question 26

epler: ‘managers, here’s how to be a better ally in the remote workplace’ - suggestions for allyship

Answer 26

advocate for underrepresented team members, create virtual spaces for informal interactions, and support inclusive practices

Question 27

water cooler

Answer 27

replicating informal interactions in a remote setting

Question 28

TED Talk- Lenora Billings - Harris on Microaggressions

Answer 28

Recognizing subtle, often unintentional discriminatory comments or actions and addressing them promptly to foster an inclusive environment.

Question 29

Kwame Christian TED Talk - Fight Flight Freeze

Answer 29

Understanding the psychological responses to conflict and employing negotiation strategies to manage and resolve disputes effectively.

Question 30

Sheryl Sandberg TED Talk - Heidi vs. Howard Example

Answer 30

Demonstrates gender bias in perceptions of leadership and competence, highlighting the need to challenge stereotypes.

Question 31

Anita Woolley TED Talk - Collective Intelligence Factors

Answer 31

Emphasizes social sensitivity and the ability to collaborate effectively as key drivers of team intelligence.

Question 32

Margaret Heffernan TED Talk - Superchickens vs. Heffernan Suggestions

Answer 32

Contrasts competitive individualism with collaborative team dynamics, advocating for collective intelligence and cooperation.

Question 33

Crystal Martin TED Talk - Handling Interruptions in Meetings

Answer 33

Strategies for asserting oneself when interrupted and addressing gender bias in managerial practices.