In session 4 on leadership we studied goffee and

17. In session 4, on Leadership, we studied Goffee and Jones’s ‘Managing Authenticity’. The
authors hold that:
A. Everybody is authentic unless others are of a different opinion
B. Managers who exercise no control over the expression of their authentic selves get into
trouble very quickly when they move into leadership roles
C. Authentic leaders often fail as leader because they have a problem with recognizing
authenticity amongst followers
D. Authentic leaders can only remain authentic when they forgo their former experiences
18. In session 4, on Leadership, we studied Goffee and Jones’s ‘Managing Authenticity’. To
establish and manage your authenticity, the authors suggest that:
19. In meeting 5 (Teams) we debated Katzenbach and Smith’s “The discipline of teams”. The
authors zoom in on what constitutes a team. They claim:
5

20. In meeting 5 (Teams) we discussed Katzenbach and Smith’s “The discipline of teams”. They
distinguish teams that recommend things, teams that make or do things, and teams that that run
things.
21. Nancy Katz (Sports teams as a model for workplace teams: Lessons and liabilities; Session 5, on
teams) looks at how sports teams may serve as an example for workplace teams.
A. Katz’s focus is on sports where the success of the team is essentially the sum of individual
players' independent performances, such as swimming and gymnastics
B. Katz’s focus is on sports where team members play different positions
C. Katz’s focus is on workplace teams who operate independently from the structure of the
wider organization of which they are part
D. Katz’s focus is on convincing those who are not knowledgeable in sports to start doing sports