Chapter 3

Question 1

Active Listening

Answer 1

The message receiver restates what’s been said to fully understand and confirm the message, and it provides an opportunity for the sender to clarify the message if needed.

Question 2

Active Problem Solving

Answer 2

Active Problem solving begins with problem definition. Problem definition is the ability to discern the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms - which then affords opportunities for solution.

Question 3

Avoiding Power

Answer 3

The project manager refuses to act, get involved or take decisions.

Question 4

Charismatic leader

Answer 4

The leader is motivating, has high energy and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and can-do mentality are the characteristics of a charismatic leader.

Question 5

Expert Power

Answer 5

The project manager has deep skills and experience in a discipline ( for example, years of working in IT helps an IT project manager better manage IT projects).

Question 6

Ingratiating Power

Answer 6

The project manager aims to gain favour with the project team and stakeholders through flattery.

Question 7

Informational Power

Answer 7

The individual has power and control of the data gathering and distribution of information.

Question 8

Interactional Leadership

Answer 8

The leader is a hybrid of transactional, transformational and charismatic leaders. Interactional leader wants the team to act, is excited and inspired about the project work, yet holds the team accountable for their results.

Question 9

Guilt-based power

Answer 9

The project manager can make the team and stakeholders feel guilty to gain compliance in the project,

Question 10

Leadership

Answer 10

Leadership is about aligning, motivating and inspiring the project team members to do the right thing, build trust, think creatively and to challenge the status quo.

Question 11

Laissez-faire Leadership

Answer 11

The leader takes a “hands-off”approach to the project. This means the project team, makes decisions, takes initiative in actions and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

Question 12

Management

Answer 12

Management utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

Question 13

Media selection

Answer 13

Based on the audience and message being sent, the media should be in alignment with the message.

Question 14

Meeting Management

Answer 14

Meetings are forms of communications. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes and order are mandatory for effective communication within a meeting.

Question 15

Personal or charismatic power

Answer 15

The project manager has a warm personality that others like.

Question 16

Presentation

Answer 16

In formal presentation, the presenter’s oral and body language, visual aids and handouts all influence the message being delivered.

Question 17

Pressure-based power

Answer 17

The project manager can restrict choices to get the project team to perform and do the project work.

Question 18

PMI Talent Triangle

Answer 18

Defines 3 areas of PDUs, for PMI certified professionals to maintain their certification. The PMI talent triangle includes, technical project management, leadership and strategic and business management.

Question 19

Positional Power

Answer 19

The project manager’s power is because of the position he/she has as the project manager. This is known as formal, authoritative and legitimate power.

Question 20

Project Manager

Answer 20

The role of leading the project team and managing the resources to effectively achieve the objectives of the project.

Question 21

Punitive or coercive power

Answer 21

The project manager can punish the project team

Question 22

Referent Power

Answer 22

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

Question 23

Reward Power

Answer 23

The project manager can reward the project team.

Question 24

Sender-receiver model

Answer 24

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

Question 25

Servant Leadership

Answer 25

The leader puts other’s first and focuses on the needs of the people he serves. Servant leaders provide the opportunity for growth, education, autonomy within the project and the well-being of others. The primary focus of servant leadership is service to others.

Question 26

Situational Power

Answer 26

The project manager has power because of certain situations in the organization.

Question 27

Style

Answer 27

The tone, structure and formality of the message being sent should be in alignment with the audience and the content of the message.

Question 28

Transactional Leadership

Answer 28

The leader emphasizes goals of the project and reward and disincentives for the project team. This is sometimes called management by excepetion as it’s the exception that is rewarded or punished.

Question 29

Tranformational Leadership

Answer 29

The leader inspires and motivates the project team to achieve the project goals. Transformational leaders aim to empower their project team to act, be innovative in the project work and accomplish through ambition.