Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
53. 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
54. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. The result is that you and your boss 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. Mixed
c. Scripted
d. Negotiated
55. Which of the following is not a subordinate benefit of high LMX?
a. Increased performance-related feedback
b. Preferential treatment
c. Social interaction outside of the work setting
d. Ample access to supervisors
56. 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.
57. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. According to the LMX theory, you are now in a _____ role.
a. Tested
b. Low-quality
c. Scripted
d. Negotiated
58. You have been working at your job for over a year. Your boss started offering you new
assignments with weekly meetings for the past two months in order to exchange valuable
information regarding the tasks. According to the LMX theory, you are having _________
exchanges.
a. High-quality
b. Low-quality
c. Medium-quality
d. Negotiated-quality
59. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. According to the LMX theory, the influence between you is __________.
a. Tested
b. Medium quality
c. Mixed
d. Negotiated
60. The leader of your work team consistently shows she trusts and respects you and depends on
you to help the team accomplish established goals. You show her through your reliable actions
and communication that her trust is warranted. You and your supervisor are in the
a. Mature partnership phase
b. Acquaintance phase
c. Medium-quality phase
d. Tested stranger phase
61. Ray is the leader of a non-profit organization that supports education for underserved
populations in your community. You volunteer regularly with this organization and see Ray
almost every day you are volunteering. Yesterday Ray asked you to take on a lead volunteer role,
stating that your commitment to the organization and interaction with Ray have shown him he
can count on you. You agree to step into this lead volunteer role. You and Ray have just entered
which phase of leadership making?
a. Mature partnership phase
b. Acquaintance phase
c. Scripted partnership phase
d. Stranger phase
62. Beth and James are in a dyadic relationship on a work team in which both of them are
focused on the group’s goals and outcomes. Beth and James are in
a. Tested roles
b. Low-quality exchange
c. Stranger phase
d. Mature partnership phase
63. I focus on getting my job done and satisfying my needs and also think about the needs of my
team members. I also consider my influence with my leader as mixed and one in which we are
both testing my role in the organization. We are in the
a. Mature partnership phase
b. Acquaintance phase
c. Stranger phase
d. Negotiated phase
64. Out-group members
a. Act differently than in-group members
b. Operate outside of their job descriptions
c. Have better relationships with their leaders
d. Are treated unfairly by their leaders
65. I feel as though I do not fit into my new work group. To which strength of LMX does this
apply?
a. Leadership making ostracizes some employees
b. LMX is descriptive
c. LMX is prescriptive
d. Research on LMX is fully developed
66. Which is not a strength of LMX?
a. It looks at dyadic relationships in the leadership process
b. It accurately describes the in- and out-group process
c. Research substantiates how LMX is related to organizational outcomes
d. It runs counter to the human value of fairness
67. Potential for discrimination in LMX comes from
a. The high-quality LMX dyadic relationships
b. When followers are in either the in- or out-groups
c. When leaders are open to followers switching in- or out-groups
d. When leaders attempt to have all followers in the in-group
68. Which of the following is a criticism of LMX?
a. It alerts leaders to their biases
b. It is a unique approach that looks at dyadic relationships
c. LMX does not fully explain the creation of high-quality exchanges
d. It directs our attention to the importance of communication in leadership
69. Which of the following is not a criticism of LMX?
a. LMX does not fully explain the creation of high-quality exchanges
b. It runs counter to the human value of fairness
c. It looks at dyadic relationships in the leadership process
d. The measurement of LMX is questionable
70. LMX theory can be applied
a. By leaders at all levels of an organization
b. By mid-level leaders only
c. By upper-level leaders only
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
d. By lower-level leaders only
Multiple Selection
71. Higher-quality exchanges produce
a. Higher employee turnover
b. Less positive performance evaluations
c. Better job attitudes
d. Faster career progress
e. More out-group than in-group members
72. Phase 1 in leadership making
a. Is hierarchical
b. Is contractual
c. Is reciprocal
d. Is transformational
73. Dyadic relationships in the acquaintance phase
a. Begin to develop trust
b. Begin to develop respect
c. Place focus on the group’s greater good
d. Focus less on self and more on group goals
74. Leaders should try to
a. Create high-quality leader-member exchanges with all followers
b. Get all followers in the in-group
c. Offer all followers opportunities for new roles and responsibilities
d. Offer only in-group followers opportunities for new roles and responsibilities
75. When high-quality relationships occur between leaders and followers
a. Goals of the organization are advanced
b. Organizational performance is high
c. Benefits outside employment are decreased
d. Positive outcomes for greater good occur
76. Applying LMX in the workplace
a. Makes things fair for all followers
b. Helps followers understand in- and out-groups
c. Can appear unfair to some followers
d. Does not work in the real world
77. LMX strength(s) is/are
a. It is a unique approach that looks at dyadic relationships
b. Exchanges in all work contexts have been studied
c. It appears unfair
d. It alerts leaders to their biases
78. LMX theory can help leaders
a. To be aware of potential biases toward some of our followers
b. To be aware of who in the organization they can trust and depend upon
c. To be aware of trying to help all followers into the in-group
d. To be aware that some followers may not want to be in the in-group
True/False
79. The acronym VDL stands for variation dependent leadership.
a. True
b. False
80. In LMX theory, the dyadic relationship is the focal point of the leadership process.
a. True
b. False
81. LMX challenged the assumption that leaders treated followers in a collective way, as a
group, using an average leadership style.
a. True
b. False
82. In-group relationships are based on the formal employment contract (defined roles).
a. True
b. False
83. Subordinates in the out-group receive more information and concern from their leaders than
do in-group members.
a. True
b. False
84. Later studies of LMX showed that high-quality relationships between leaders and
subordinates produced less employee turnover.
a. True
b. False
85. In LMX theory, leadership making suggests that leaders help everyone to be in the in-group.
a. True
b. False
86. During the first phase of leadership making, the interactions within the leader-subordinate
dyad are generally low quality.
a. True
b. False
87. During the early phases of leadership making, a key predictor of relationship quality for both
leaders and followers is follower performance.
a. True
b. False
88. In LMX, it is usually the leader who makes an offer to the subordinate for improved career-
oriented exchanges.
a. True
b. False
89. The problem with the LMX approach is that it gives little attention to the importance of
communication in leadership.
a. True
b. False
90. A problem with LMX theory is that it appears to be unrelated to positive organizational
outcomes.
a. True
b. False
91. Personality and other personal characteristics are unrelated to the process of how in-groups
are formed.
a. True
b. False
92. During the partner phase of leadership making, the leader and subordinate have reciprocal
influence on each other.
a. True
b. False
93. LMX can be criticized for failing to fully explain the way high-quality leader-member
exchanges are created.
a. True
b. False
94. Studies have shown that high LMX has a direct impact on employee creativity.
a. True
b. False
Essay
95. What is the relationship between LMX and employee empowerment?
96. Briefly describe the three stages of LMX theory development.
97. What is the benefit to the leader of having a high-quality relationship with employees?
98. LMX theory assumes that improved exchanges between leaders and followers are desirable.
When might a follower not want “improved career-oriented social exchanges” with a leader?
99. What are the advantages of studying group leadership from a dyadic perspective?
100. Compare the earlier LMX studies, which described in-groups and out-groups to the
leadership-making studies in which there are three phases. How is it more helpful to describe
LMX in three phases instead of categorizing in- and out-groups?