Chapter 8 Leader Member Exchange Theory
1. According to early leader-member exchange
(LMX) theory, which of the following is false?
A) The out-group has less influence with the
leader than does the in-group.
B) The leader usually expects extra duties from out-group members.
C) In-group members are chosen on the basis of
compatibility with the leader.
D) Out-group members may not want to be
in-group members.
2. Which of the following is not a
disadvantage of LMX theory?
A) It runs counter to the human value of
fairness.
B) It discriminates against some subordinates.
C) It directs our attention to the importance of the leader-member dyad.
D) It supports the advantage of privileged
groups in the workplace.
3. During the stranger phase of leadership
making, the roles are
A) Scripted.
B) Tested.
C) Negotiated.
D) Implied.
4. During the early phases of leadership making,
leaders look for what qualities in followers?
A) Agreeableness and cooperation
B) Good humor and intelligence
C) Enthusiasm and participation
D) Pleasantness and trustworthiness
E) Motivation and performance
5. During the acquaintance phase of leadership
making, subordinates tend to focus
A) Less on their own self-interests
B) Mostly on their own self-interests
C) Less on the group's interests
D) Mostly on the group's interests
E) On both their own and the group's interests
6. The mature partnership phase is not
characterized by
A) Tasks
B) Respect
C) Reciprocity
D) Transformational relationships
7. Which of the following is not a
subordinate benefit of high LMX?
A) Increased performance-related feedback
B) Increased job-related communication
C) Increased relational communication
D) Ample access to supervisors
E) Preferential treatment
8. Which of the following leadership theories
emphasizes the specific relationship between the leader and each subordinate?
A) Transformational leadership theory
B) Contingency theory
C) Path-goal theory
D) Situational leadership theory
E) Leader-member exchange theory
9. Which of these is listed as a being a
contributing factor to the creation of out-group members?
A) Effectiveness
B) Ability to take direction
C) Leadership style
D) Personality
10. Which of the following scholars concerned
themselves with in-groups and out-groups?
A) Stogdill
B) Mathews and Mitchell
C) Townsend
D) Zaccaro
E) Graen and Uhl-Bien
11. What is a key predictor of relationship
quality for both leaders and followers?
A) Extraversion
B) Performance
C) Agreeableness
D) Trust
E) Participation
12. According to Harris, Wheeler, and Kacmar, what
moderates the impact of leader-member exchange on job outcomes?
A) Empowerment
B) Enthusiasm
C) Cooperation
D) Amount of experience
E) Ability to take direction
13. You have been working at your job for over a
year. Your boss starts offering you new assignments with weekly meetings
attached in order to exchange valuable information regarding the tasks. The
result is your boss and yourself are able to redefine your working relationship
and find new ways of relating. According to the LMX theory, you are now in a
_____ role.
A) Tested
B) Low quality
C) Scripted
D) Negotiated
E) Mixed
14. All of the following are characteristics of
out-group members except
A) Defined roles
B) Non-negotiating behavior
C) Innovative ideas
D) Operate strictly within role
E) Low confidence
15. In the early stages of leader-member
relationship development, leaders look for followers who exhibit all of the
following except
A) Enthusiasm
B) Agreeableness
C) Participation
D) Gregariousness
E) Extraversion
16. Which of the following statements about LMX
theory are false?
A) LMX theory describes and prescribes
leadership.
B) LMX theory makes the concept of the dyadic
relationship the centerpiece of the leadership process.
C) The theory of LMX and its basic ideas have been fully developed.
D) The theory of LMX may create inequalities.
17. Which of the following is not a
criticism of leader-member exchange theory?
A) LMX gives the appearance of discrimination
against the out-group.
B) LMX does not elaborate on how one gains
access to the in-group.
C) Leader-member exchange is often studied in
isolation, making varied factors influence the results.
D) Leader-member exchange definitely creates inequalities.
18. More than 30 years ago, LMX theory appeared
under the title of
A) Group classification theory.
B) Vertical dyad linkage theory.
C) Didactic linkage theory.
D) Vertical linkage theory.
19. Which theory of leadership suggests that it is
important to recognize the existence of in-groups and out-groups within an
organization?
A) Path-goal theory
B) Contingency theory
C) Servant leadership
D) Leader-member exchange theory
20. Leader-member exchange theory directs our
attention to the importance of communication in leadership by
A) Highlighting the need to create mutual trust, respect, and commitment.
B) Catering to the needs of the leader over
those of the followers.
C) Developing methods of higher efficiency.
D) Promoting an atmosphere of effectual
techniques.
21. Questions have been raised about the
measurement of leader-member exchanges in LMX theory for all of the following
reasons except
A) No empirical studies have used dyadic
measure to analyze the LMX process.
B) Leader-member exchanges have been measured
with differing versions of scales.
C) Results of the studies are not always
directly comparable.
D) The researchers conducting the studies have had questionable credentials.
22. Before LMX theory, researchers treated
leadership as something
A) Leaders did toward all of their followers.
B) Present within the individual actions of the followers.
C) Existing between the leader and each of his
or her followers.
D) As an exclusively two-way, one-dimensional
form of communication.
23. Which of the following is not a reason
subordinates become part of the in-group?
A) How well they work with the leader
B) How well the leader works with them
C) The amount of interest they show toward
negotiating with the leader
D) Willingness to stay within job and task guidelines
24. According to Graen and Uhl-Bien, leadership
making develops progressively over time in how many phases?
A) 4
B) 3
C) 6
D) 5
T F 25. The acronym VDL stands for variation dependent
leadership.
T F
26. In LMX theory, the dyadic
relationship is the focal point of the leadership process.
T F
27. LMX challenged the assumption
that leaders treated followers in a collective way, as a group, using an
average leadership style.
T F 28. In-group relationships are based on the formal
employment contract (defined roles).
T F 29. Subordinates in the out-group receive more
information and concern from their leaders than do in-group members.
T F
30. Later studies of LMX showed
that high-quality relationships between leaders and subordinates produced less
employee turnover.
T F 31. In LMX theory, leadership making suggests that
leaders help everyone to be in the in-group.
T F
32. During the first phase of
leadership making, the interactions within the leader-subordinate dyad are
generally low quality.
T F
33. During the early phases of
leadership making, a key predictor of relationship quality for both leaders and
followers is follower performance.
T F
34. In LMX, it is usually the
leader who makes an offer to the subordinate for improved career-oriented
exchanges.
T F 35. The problem with the LMX approach is that it
gives little attention to the importance of communication in leadership.
T F 36. A problem with LMX theory is that it appears
to be unrelated to positive organizational outcomes.
T F 37. Personality and other personal characteristics
are unrelated to the process of how in-groups are formed.
T F
38. During the partner phase of
leadership, making the leader and subordinate have reciprocal influence on each
other.
T F
39. LMX can be criticized for
failing to fully explain the way high-quality leader-member exchanges are
created.
T F
40. Studies have shown that high
LMX has a direct impact on employee creativity.
Comentarios
Publicar un comentario