Chapter 7 Mc25 The Later Lmx Studies Focused Ona

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Multiple Choice

1. Which leadership approach is not leader centered?

a. Trait

b. LMX

c. Skills

d. Behavioral

2. Which leadership theory centered on the interaction between leaders and followers?

a. Trait

b. Skills

c. LMX

d. Style

3. LMX focuses on

a. Matching leader behaviors to followers’ development levels

b. The integration of task and relationship behaviors

c. Matching the leader behavior to follower characteristics

d. The dyadic relationship between the leader and follower

4. In LMX leaders treat followers

a. Equally

b. In a collective way

c. Independently

d. According to group average

5. Which theory challenges the assumption that leaders treat followers in a collective way?

a. LMX

b. Skills

c. Trait

d. Style

6. Which of the following leadership theories emphasizes the specific relationship between the

leader and each subordinate?

a. Transformational leadership theory

b. Path-goal leadership theory

c. Situational leadership theory

d. Leader-member exchange theory

7. Before LMX theory, researchers treated leadership as something

a. Leaders did toward all of their followers

b. Present within the individual actions of followers

c. Existing between the leader and each of his or her followers

d. As an exclusively two-way, one-dimensional form of communication

8. The early research on LMX theory was called

a. Group classification theory

b. Vertical dyad linkage theory

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c. Didactic linkage theory

d. Horizontal dyad linkage theory

9. What is it called in LMX when leaders form a relationship with each of their followers?

a. In-group

b. Out-group

c. Vertical dyad

d. X-Y axes integration

10. The early studies in LMX reported that

a. After the in-groups are formed, the vertical dyads are formed

b. After the out-groups are formed, the vertical dyads are formed

c. The vertical dyads form the basis for in-group and out-group formation

d. The vertical dyads are independent from in-group and out-group formation

11. According to early 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

12. A leader who invites a follower to take on more responsibility is

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource

a. Attempting to help the follower into the in-group

b. Attempting to determine whether the follower will fail at the task

c. Attempting to help the follower into the out-group

d. Attempting to make in-group members resentful of this follower

13. How many vertical dyadic relationships can occur in LMX?

a. Only one, the relationship between leader and all followers

b. Only one, the relationship between the leader and the in-group

c. Two, the relationship between the leader and the in-group and out-group

d. As many linkages as there are followers

14. The vertical dyadic relationship in LMX is established by

a. The leader

b. The follower

c. The leader and follower

d. The leader and the organizational structure

15. The dyadic relationships in LMX occur between

a. The leader and other leaders

b. The leader and the in-group followers

c. The leader and each follower

d. The followers and each other follower

16. I am a leader of a team of eight employees. In LMX, what is the maximum number of groups

this team could be categorized into based on vertical dyadic relationships?

a. 1

b. 2

c. 3

d. 8

17. A follower asks to lead the next team brainstorming session and you let him/her do this. You

and the follower are

a. In the stranger phase of leadership-making

b. In a dyadic in-group relationship

c. In a dyadic stranger phase

d. In the mature-partnership phase of leadership-making

18. There is a mutual personality conflict between you and one of your followers. If this

continues, the follower will end up in the

a. In-group

b. Out-group

c. Mature group

d. Acquaintance group

19. All of the following are characteristics of out-group members except

a. Defined roles

b. Non-negotiating behavior

c. Innovative ideas

d. Operation strictly within role

20. 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

21. 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. Expectancy theory

c. Servant leadership

d. Leader-member exchange theory

22. Which of the following is not a reason followers 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

23. I go to work, get the job done and go home. I am most likely in the

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource

a. In-group

b. Out-group

c. Mature partnership phase

d. Acquaintance phase

24. The later LMX studies shifted focus from describing in- and out-groups to

a. How LMX relates to organizational effectiveness

b. How LMX assesses leader behaviors

c. How LMX and servant leadership are similar

d. How LMX relates to follower skill development

25. The later LMX studies focused on

a. Follower locus of control

b. Positive outcomes for both the leader and followers

c. Determining out-group characteristics

d. Task characteristics of the job

26. Gerstner and Day’s meta-analysis found

a. The stranger phase is an invalid construct

b. High LMX is not correlated with job satisfaction

c. Support for the psychometric properties of the LMX 7 questionnaire

d. LMX measures followers’ exchanges, not leaders’

27. Later studies of LMX found all of the following except

a. Positive relationship between quality of LMX and citizenship behaviors

b. High-quality LMX was positively related to employee feelings of energy

c. Interest in studying LMX has diminished

d. High LMX correlates to positive organizational outcomes

28. Which researcher(s) measured the relationship between LMX and citizenship behaviors?

a. Komives

b. Ilies et al.

c. Greenleaf

d. Graen and Uhl-Bien

29. According to Atwater and Carmeli, a study of employees in a variety of jobs in Israeli

organizations found

a. High-quality leader-member exchanges were directly correlated with creativity

b. High-quality leader-member exchanges were negatively correlated with employee feelings of

energy

c. LMX was directly correlated with creativity

d. LMX correlated with employee feelings of energy, which then enhanced their creativity

30. Studies of LMX have concluded all but the following

a. Empowerment moderates the impact of LMX on job outcomes

b. Citizenship behaviors and LMX are positively correlated

c. High-quality leader-member exchanges foster positive job outcomes

d. All employees are in the in-group to some degree

31. During the stranger phase of leadership making, the roles are

a. Scripted

b. Tested

c. Negotiated

d. Implied

32. During the acquaintance phase of leadership making, the roles are

a. Scripted

b. Tested

c. Negotiated

d. Implied

33. Roles being tested in leadership-making means

a. The leader and follower have already tested their interactions and found them satisfactory

b. The leader and follower are assessing desire for the follower to take on new responsibilities

c. The leader and follower are focused on the rules of interaction

d. The leader and follower are comfortable depending on each other

34. During the mature partnership phase of leadership making, the roles are

a. Scripted

b. Tested

c. Negotiated

d. Implied

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35. During the mature partnership phase of leadership making, the exchanges are

a. Low quality

b. Medium quality

c. Moderately high quality

d. High quality

36. During the stranger phase of leadership making, the exchanges are

a. Low quality

b. Medium quality

c. Moderately high quality

d. High quality

37. During the acquaintance phase of leadership making, the exchanges are

a. Low quality

b. Medium quality

c. Moderately high quality

d. High quality

38. During the acquaintance phase of leadership making,

a. Roles are scripted

b. Exchanges are negotiated

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource

c. Influences are mixed

d. Influences are one-way

39. During the mature partnership phase of leadership making,

a. Roles are tested

b. Exchanges are medium quality

c. Influences are mixed

d. Interests are group focused

40. During the stranger phase of leadership making,

a. Interests are mixed

b. Exchanges are high quality

c. Influences are one-way

d. Interests are group focused

41. During the acquaintance phase of leadership making, interests are

a. Self-focused

b. Group focused

c. Focused on group and self

d. Reciprocal

42. According to Graen and Uhl-Bien, leadership making develops progressively over time in

how many phases?

a. 3

b. 4

c. 5

d. 6

43. The leadership-making model is

a. Prescriptive

b. Descriptive

c. Unscripted

d. Transactional

44. Who is responsible for making the offer for improved career-oriented interactions?

a. Leader

b. Follower

c. Leader or follower

d. Followers’ coworkers

45. The prescriptive nature of LMX

a. Is described by the in-group and out-group

b. Relies on leaders adjusting to follower characteristics

c. Is found in the leadership-making phases

d. Relies on followers making a social connection with the leader

46. The dyadic relationship in LMX is

a. Descriptive

b. Prescriptive

c. Unscripted

d. Both descriptive and prescriptive

47. Out-group members act differently from in-group members in that they

a. Interact often with the leader

b. Perform their job duties but no extra work

c. Ask for additional responsibility

d. Receive special attention from their leaders

48. In-group members

a. Get more information from leaders

b. Are focused on themselves rather than the team

c. Have low-quality leader-member exchanges

d. Do their jobs and nothing more

49. 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

50. 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. On both their own and the group’s interests

51. The mature partnership phase is not characterized by

a. Tasks

b. Respect

c. Reciprocity

d. Transformational relationships

52. What is a key predictor of relationship quality for both leaders and followers?

a. Extraversion

b. Performance

c. Agreeableness

d. Trust