Leadership & Team Management Flashcards
7 cards from real CAM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Leadership & Team Management flashcards as text
An account manager is preparing the team for a major organizational change that will restructure client territories. According to Kotter's 8-Step Change Model, what is the FIRST step?
Answer: Create a sense of urgency
Kotter's model begins with establishing urgency to motivate people to embrace the need for change before forming coalitions or planning initiatives.
A team member with high potential frequently oversteps boundaries and takes on decisions outside their authority. The account manager should:
Answer: Clearly define decision rights and authority boundaries while channeling their initiative constructively
Clarifying decision rights protects organizational boundaries while using structured autonomy to redirect high-potential employees' energy productively.
Which of the following BEST represents a 'pull' motivational strategy as opposed to a 'push' strategy in team leadership?
Answer: Connecting team members' work to a compelling shared vision they want to achieve
Pull strategies engage intrinsic motivation by inspiring team members toward a desirable future state, while push strategies rely on external pressure.
An account manager inherits a team with two high performers who are in open rivalry with each other. The BEST leadership intervention is to:
Answer: Set shared goals that require both individuals to collaborate to succeed
Creating interdependency through shared goals shifts the competitive dynamic into a collaborative one, aligning individual ambition with team outcomes.
When an account manager must make a team decision quickly under pressure and lacks full consensus, which decision-making approach is MOST appropriate?
Answer: Make a consultative decision — gather quick input, then decide and explain the rationale
Consultative decision-making balances speed with team input; explaining the rationale afterward maintains trust even when full consensus wasn't possible.
A team's performance has plateaued despite high effort. An account manager using a systems thinking approach would MOST likely investigate:
Answer: Underlying processes, feedback loops, and structural constraints limiting performance
Systems thinking looks beyond individual behavior to identify process bottlenecks, feedback loops, and structural factors that constrain performance.
According to situational leadership theory, which leadership behavior is appropriate for a new hire who is enthusiastic but has low task competence?
Answer: Directing — provide clear instructions and close supervision
New hires with low competence but high commitment need a directing style (high task, low relationship) to build foundational skills through clear guidance.