103. We started a new project today but I did not understand what I was supposed to be doing or expected to do. So I
went to talk to my boss about what to do. This statement best identifies which of the following guidelines to becoming an
effective follower?
a.
Offer support to leader.
b.
Take initiative.
c.
Play counseling and coaching roles to leader when appropriate.
d.
Raise issues and/or concerns when necessary.
e.
Seek and encourage honest feedback from the leader.
f.
Clarify your role and expectations.
g.
Show appreciation.
h.
Keep the leader informed.
i.
Resist inappropriate influence of leader.
The answer is f, clarify your role and expectations.
p. 244 – 246 and exhibit 7.2 on p. 244
MGMT.LUSS.16.CA.7.3 – Concept Application 7-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
BLOOMS: Application
104. We have a new boss, and I’ve been filling her in on how we do things in our department. This statement best
identifies which of the following guidelines to becoming an effective follower?
a.
Offer support to leader.
b.
Take initiative.
c.
Play counseling and coaching roles to leader when appropriate.
d.
Raise issues and/or concerns when necessary.
e.
Seek and encourage honest feedback from the leader.
f.
Clarify your role and expectations.
g.
Show appreciation.
h.
Keep the leader informed.
i.
Resist inappropriate influence of leader.
The answer is c, the follower is counseling/coaching the leader as needed.
p. 244 – 246 and exhibit 7.2, p. 244
MGMT.LUSS.16.CA.7.3 – Concept Application 7-3
MGMT.LUSS.16.CA.7.2 – Concept Application 7-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
105. I make a point to internally question the wisdom of the leader’s decision rather than just doing what I am told. This
statement best identifies which of the following guidelines to becoming an effective follower?
a.
Offer support to leader.
b.
Take initiative.
c.
Play counseling and coaching roles to leader when appropriate.
d.
Raise issues and/or concerns when necessary.
e.
Seek and encourage honest feedback from the leader.
f.
Clarify your role and expectations.
g.
Show appreciation.
h.
Keep the leader informed.
i.
Resist inappropriate influence of leader.
The answer is d, raising issues/concerns when necessary.
p. 244 – 246 and exhibit 7.2, p. 244
MGMT.LUSS.16.CA.7.3 – Concept Application 7-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Application
106. We only have performance reviews once a year. But I wanted to know what my boss thinks of my work sooner, so
we had a meeting to discuss my performance. This statement best identifies which of the following guidelines to
becoming an effective follower?
a.
Offer support to leader.
b.
Take initiative.
c.
Play counseling and coaching roles to leader when appropriate.
d.
Raise issues and/or concerns when necessary.
e.
Seek and encourage honest feedback from the leader.
f.
Clarify your role and expectations.
g.
Show appreciation.
h.
Keep the leader informed.
i.
Resist inappropriate influence of leader.
The answer is e, seeking and encouraging honest feedback from the leader.
p. 244 – 246 and exhibit 7.2, p. 244
MGMT.LUSS.16.CA.7.3 – Concept Application 7-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
BLOOMS: Application
107. My boss hinted about having a sexual relationship, so I reminded her that I was happily married and clearly told her I
was not interested and not to talk about it again. This statement best identifies which of the following guidelines to
becoming an effective follower?
a.
Offer support to leader.
b.
Take initiative.
c.
Play counseling and coaching roles to leader when appropriate.
d.
Raise issues and/or concerns when necessary.
e.
Seek and encourage honest feedback from the leader.
f.
Clarify your role and expectations.
g.
Show appreciation.
h.
Keep the leader informed.
i.
Resist inappropriate influence of leader.
The answer is I, resisting inappropriate influence by the leader.
p. 244 – 246 and exhibit 7.2, p. 244
MGMT.LUSS.16.CA.7.3 – Concept Application 7-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Application
108. When it comes to selling my points to peers, I easily get them to see things my way rather than the boss’s way due to
my seniority and popularity in this division. Identify the specific follower-influencing characteristic in this statement.
Explain your answer.
a.
power position
b.
locus of control
c.
education and experience
The answer is a, power position. The leader has referent and connection power.
p. 246 – 248 and exhibit 7.3, p. 247
MGMT.LUSS.16.CA.7.4 – Concept Application 7-4
United States – BUSPROG – Analytic – Business knowledge and analytic skills
BLOOMS: Application
AACSB: Analytic – Analytic skills
BLOOMS: Application
109. Many of my peers depend on me for technical assistance because I am the only one in the department who has been
trained to work with this new machine successfully. Identify the specific follower-influencing characteristic in this
statement. Explain your answer.
a.
power position
b.
locus of control
c.
education and experience
110. I believe that no matter what I do to try to get ahead, there are always people out there trying to sabotage my plans.
Identify the specific follower-influencing characteristic in this statement. Explain your answer.
a.
power position
b.
locus of control
c.
education and experience
p. 246 – 248 and exhibit 7.3, p. 247
MGMT.LUSS.16.CA.7.4 – Concept Application 7-4
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Communication – Communication Abilities
BLOOMS: Application
111. Recall a work unit or organization you worked at that had both in-groups and out-groups. Describe some of the ways
in which the manager’s behavior and actions toward in-group and out-group members varied.
Students’ answers will vary.
p. 232 – 234
p. 246 – 248 and exhibit 7.3, p. 247
MGMT.LUSS.16.CA.7.4 – Concept Application 7-4
United States – BUSPROG – Analytic – Business knowledge and analytic skills
BLOOMS: Application
112. Recall a work situation in which you were required to do something that was beyond your employment contract.
How did you respond to your manager’s request, and what consequences did it have on your relationship with him or her?
113. Recall an occasion when you had the opportunity to make a positive first impression on your manager. Describe
what tactics you employed and their effects on your manager.
114. Think of a leader you’ve had or now have a very positive high-quality relationship with. Describe some of the work-
related benefits you received that can be directly or indirectly tied to your relationship with this leader/supervisor.
115. Give examples of how you or someone you worked with employed some of the suggested guidelines to
becoming an effective follower.
116. Recall a work-related incident when you felt more qualified to do the job than your boss because of your education
and experience. Describe how this characteristic enabled you to influence your boss.
117. Describe an obstacle to delegation, or sign of delegating too little, that you have observed on the job.
118. Select a manger you work or have worked for, and analyze how well he or she implements the four steps of
delegation. Which steps does the manager typically follow and not follow?
119. Recall the last time you were evaluated on the job by your manager. Describe how you felt at the end of the session.
What factors accounted for your feelings? See if some of the factors discussed in the Evaluating Followers; Guidelines
for Success section apply in your particular situation.
120. In your opinion, can a leader maintain a personal friendship with some members of his or her work group or team
without creating the perception of in-groups (those in his or her social circle) and out-groups (those outside his or her
social circle)?
121. What should a leader do to dispel any notion or misperception that there are in-groups and out-groups in his or her
work unit?
122. High-quality LMX relationships create a circle of reciprocity where followers feel like they should go the extra mile
for a leader who supports them and the leader feels like he or she should offer the followers more support and benefits to
keep their loyalty. Do you believe this is the case in the real world or is it something different?
123. Movies dealing with the prison or college environment often depict one or two prisoners or students who seem to
have more influence over other prisoners or students than even the guards or administrators. Can you think of one case
and explain why the individual was influential over other prisoners or students?
124. What do you say to those who argue that tactics used by followers to get noticed by their leader (such as impressions
management, ingratiation, and self-promotion) are shameful and self-serving and should be avoided?
125. Can someone have a successful career by aspiring to be an effective follower? Explain.
126. As a leader, how will you motivate the alienated follower?
127. Write your plan for improving your LMX relationship and followership.
128. The Delegation Model. You are a college professor and advisor of students. You have received the grade reports for
your advisees. You have a file folder for each advisee, which contains a form to record grades on. You are going to
delegate the task of recording grades to your graduate assistant. It should not take more than a couple of hours to do the
task. You will teach your grad assistant how to record and file the grades during your delegation of the task. For this step
of the delegation process, just state that you will teach the grad assistant how to do the task.
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through
fourth steps, followed by what you would say to the grad assistant for each step.
MGMT.LUSS.16.DLS.7.2 – Developing Your Leadership Skills 7-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Skill Development
BLOOMS: Application
129. The Delegation Model. You are a production manager in a large company. You have received a request for
information on your department by the new human resources manager. You are going to delegate the task of writing the
answers to the questions to provide the information that the human resources manager wants to your secretary, Chris.
Chris has worked for you for several years and should be able to word process the information without any help from you.
Students’ answers will vary.
MGMT.LUSS.16.DLS.7.1 – Developing Your Leadership Skills 7-1
and abilities
Skill Development
BLOOMS: Synthesis
It shouldn’t take more than a couple of hours to record the information.
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through
fourth steps, followed by what you would say to the grad assistant for each step.
130. The Delegation Model. You are a marketing manager in a medium-sized company. Your computer is getting
outdated, so you have decided to get a new one. You’re not sure what make, model, or features to select. You are busy and
don’t want to spend a lot of time making the selection. You have decided to let your trustworthy secretary, Chris, check
out available models and to tell you about the best three, and to suggest one model for you. You’d like the new computer
in one week.
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through
fourth steps, followed by what you would say to the grad assistant for each step.
131. Describe the two subgroups that can form under Vertical Dyadic Linkage Theory.
p. 232 – 233
132. Define the two kinds of relationships that can occur between a leader and followers under Leader–Member Exchange
Theory.
p. 234
133. Describe the role of the leader and follower in influencing LMX relationships.
p. 232 – 233
134. Discuss the main criticisms of LMX Theory.
p. 238 – 239
135. Describe the two behaviors used in the Kelley model and the resulting five follower types.
p. 235 – 238
136. Briefly describe the three factors than can enhance a follower’s influence.
137. List five things a leader should delegate.
138. An effective evaluation should accomplish at least three things. Name them.
139. Describe the inherent bias of LMX theory and how it can lead to unintended consequences.
140. How do education and experience, described as followerinfluencing characteristics, affect effective followership?
