True / False
1. Dyadic refers to the individualized relationship between a leader and each follower in a work unit.
a.
True
b.
False
2. Central to LMX theory is the assumption the leaders or superiors have unlimited amount of resources.
a.
True
b.
False
False
The assumption is that resources are limited.
Moderate
MGMT.LUSS.16.07-02 – LO: 07–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
3. The in-group includes followers with few or no social ties to their leader, in a strictly task-centered relationship
characterized by low exchange and top-down influence.
a.
True
b.
False
False
Easy
p. 232 – 233
MGMT.LUSS.16.07-01 – LO: 07–01
and abilities
AACSB: Analytic – Analytic skills
Conceptual
True
Moderate
p. 232
MGMT.LUSS.16.07-01 – LO: 07–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Comprehension
4. The out-group includes followers with strong social ties to their leader in a supportive relationship characterized by
high mutual trust, respect, loyalty, and influence.
a.
True
b.
False
Easy
p. 232 – 233
MGMT.LUSS.16.07-01 – LO: 07–01
Conceptual
5. A Leader offers support, feedback, and consideration to an in-group member, and, in turn, the follower is often willing
to go the extra mile for the leader.
a.
True
b.
False
True
Moderate
p. 232 – 233
MGMT.LUSS.16.07-01 – LO: 07–01
Conceptual
6. Leaders mostly use reward, legitimate, and coercive power to influence out-group members.
a.
True
b.
False
False
Moderate
MGMT.LUSS.16.07-01 – LO: 07–01
7. The focus of LMX theory is on the quality of the dyadic exchange that develops between leaders and followers.
a.
True
b.
False
True
Easy
p. 234
MGMT.LUSS.16.07-02 – LO: 07–02
Conceptual
8. The underlying assumption of LMX theory is that leaders or superiors have limited amounts of social, personal, and
organizational resources, and as a result tend to distribute them among followers selectively.
a.
True
b.
False
True
Moderate
p. 234
MGMT.LUSS.16.07-02 – LO: 07–02
Conceptual
9. The basis of LMX theory is that leaders or superiors interact with all followers equally.
a.
True
b.
False
False
Moderate
p. 234
MGMT.LUSS.16.07-02 – LO: 07–02
Conceptual
10. The difference between traditional leadership theories and LMX is traditional theories focus primarily on the leader
instead of the followers’ roles.
a.
True
b.
False
True
Moderate
p. 236
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
11. A leader’s control over outcomes that are desirable to followers increases the leader’s reward power.
a.
True
b.
False
True
Moderate
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
12. Researchers have identified two kinds of motives associated with follower feedback-seeking behavior: performance-
driven motive and self-promotion-driven motive.
a.
True
b.
False
False
Moderate
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
13. Ingratiation is the effort to appear supportive, appreciative, and respectful.
a.
True
b.
False
True
Easy
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
14. According to LMX Theory, a leader varies his or her behavior as a result of the quality of interpersonal relationships
with each individual follower.
a.
True
b.
False
True
Easy
p. 235
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
15. According to LMX Theory, within the same work group, the quality of each dyadic relationship will likely be the
same between followers of the same leader.
a.
True
b.
False
False
Easy
p. 235/6
Conceptual
16. According to LMX theory, both the leader and the follower influence the relationship that ensues between them.
a.
True
b.
False
True
Easy
p. 236
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
17. The narrower the leader’s span of control and the fewer resources the leader has, the greater is the disparity in the
quality of LMX.
a.
True
b.
False
False
Moderate
p. 236
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
18. Two factors influence LMX relationships: the role of the leader and the role of the follower.
a.
True
b.
False
True
Easy
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
19. Because John is trying to project a favorable image in order to improve a long-term relationship with his leader, he is
using ingratiation.
a.
True
b.
False
False
Easy
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
20. Proactive followers use ingratiation, self-efficacy, and impression management to form positive relationships with
their leaders.
a.
True
b.
False
False
Easy
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
21. The leader-member exchange (LMX) is the quality of the exchange relationship between a leader and a follower.
a.
True
b.
False
True
p. 235 – 236
MGMT.LUSS.16.07-03 – LO: 07–03
22. Ingratiation is the effort to appear supportive, appreciative, and respectful.
a.
True
b.
False
True
Easy
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
Conceptual
23. During a feedback session, a leader should explain the negative impact of the ineffective behavior and outline
suggested remedies the leader prepared before the session started.
a.
True
b.
False
False
Moderate
p. 255, exhibit 7.4
MGMT.LUSS.16.07-08 – LO: 07–08
Conceptual
24. A major advantage of LMX theory is its ease of measurement.
a.
True
b.
False
Easy
p. 234
MGMT.LUSS.16.07-02 – LO: 07–02
Conceptual
25. A strength of LMX Theory is the inherent bias in favor of in-group members.
a.
True
b.
False
False
This is a criticism of LMX.
Easy
p. 239
MGMT.LUSS.16.07-04 – LO: 07–04
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
26. LMX theorists measure the quality of the leader-follower relationship using the LMX-7 questionnaire.
a.
True
b.
False
True
Easy
p. 238
MGMT.LUSS.16.07-04 – LO: 07–04
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
27. The LMX-7 scale is preferred for defining and measuring the quality of relationships because it measures both vertical
dyad linkages and social exchanges.
False
Measurement deficiencies is a major criticism of LMX.
Easy
p. 238
MGMT.LUSS.16.07-04 – LO: 07–04
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
a.
True
b.
False
28. Effective followers have the courage to initiate change and put themselves at risk or in conflict with others, even their
leaders.
a.
True
b.
False
True
Moderate
p. 242
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
29. The conformist follower is someone who is low on involvement yet is high on critical thinking.
a.
True
b.
False
False
Moderate
p. 241 and exhibit 7.1
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
False
Easy
p. 239
MGMT.LUSS.16.07-04 – LO: 07–04
Conceptual
30. Pragmatic followers are often known to “play political games.”
a.
True
b.
False
31. The pragmatic follower is high on critical thinking and involvement.
a.
True
b.
False
False
Moderate
p. 242
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
32. The effective follower must avoid raising issues with the leader, even if the leader’s decisions are misguided or
unethical.
a.
True
b.
False
False
Easy
p. 242
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
True
Moderate
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
33. One of the guidelines to becoming an effective leader is to take action only when being told by the leader.
a.
True
b.
False
34. When challenging a leader’s flawed plans and proposals, it is important for the follower to pinpoint specifics rather
than vague generalities.
a.
True
b.
False
True
Easy
p. 245
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
35. Kelley groups followers into five categories based on two types of behavior, independent critical thinking, and level of
involvement.
a.
True
b.
False
True
Moderate
p. 241
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
False
Easy
p. 244, exhibit 7.2
MGMT.LUSS.16.07-05 – LO: 07–05
Conceptual
36. The three determining factors that have been found to distinguish influential followers from their peers are: follower’s
relative power position, locus of control, and education and experience.
a.
True
b.
False
Easy
p. 247 and exhibit 7.3
MGMT.LUSS.16.07-06 – LO: 07–06
Conceptual
37. People with an internal locus of control believe that they are “masters of their own destiny” and can influence people
and events in their workplace.
a.
True
b.
False
True
Easy
p. 247
MGMT.LUSS.16.07-06 – LO: 07–06
Conceptual
38. People who believe they are “pawns of fate” have an internal locus of control and believe they have no influence or
control at work.
a.
True
b.
False
False
Easy
p. 247
MGMT.LUSS.16.07-06 – LO: 07–06
39. Differences in the level of education and experience can impact the relationship among followers, and between leaders
and followers.
a.
True
b.
False
True
Moderate
p. 246 – 248
MGMT.LUSS.16.07-06 – LO: 07–06
Conceptual
40. Today’s workers are far more educated, mobile, diverse, and younger than the workforce of 30 years ago.
a.
True
b.
False
True
Moderate
p. 248
MGMT.LUSS.16.07-06 – LO: 07–06
Conceptual
41. As workers’ education and experience increases, leaders have to shift to a more top-down directive style of leading.
a.
True
b.
False
False
Moderate
p. 248
MGMT.LUSS.16.07-06 – LO: 07–06
Conceptual
42. Delegating refers to telling employees to perform the tasks that are part of their job design.
a.
True
b.
False
False
Easy
p. 249
MGMT.LUSS.16.07-07 – LO: 07–07
Conceptual
43. You can delegate responsibility and accountability, but not authority.
a.
True
b.
False
Moderate
p. 250
MGMT.LUSS.16.07-07 – LO: 07–07
Conceptual
44. One of the benefits of delegating responsibilities is that leaders can focus on doing many tasks well, instead of a few
tasks less effectively.
a.
True
b.
False
False
Moderate
p. 249
Conceptual
45. Technical matters and routine tasks are things that should not be delegated.
a.
True
b.
False
False
Technical matters should be delegated, confidential activities should not.
Moderate
p. 250 – 251
MGMT.LUSS.16.07-07 – LO: 07–07
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
46. Before setting objectives that define responsibility, level of authority, and deadline, you should explain the need for
delegating and the reasons for selecting the employee.
a.
True
b.
False
True
Easy
p. 252
MGMT.LUSS.16.07-07 – LO: 07–07
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
Multiple Choice
47. Which of the following statements best describes the vertical dyadic linkage theory?
a.
The focus is on the quantity of dyads.
b.
Leaders aspire to build the same positive relationship with each follower.
c.
Linkages among peers are discouraged.
d.
Leader−follower interactions create in-groups and out-groups.
MGMT.LUSS.16.07-07 – LO: 07–07
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
48. In Vertical Dyadic Linkage Theory, leaders mostly use position power to influence:
a.
in-group members.
b.
out-group members.
c.
effective followers.
d.
pragmatic followers.
p. 233
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
49. A manager applied leadership theory to the way that he directed the organization, and found some improvement in
organizational performance. The manager noticed how some individuals seemed to flourish and perform better than
others, and began to evaluate his own relationships with the individuals, rather than just the way he led the organization
“in general.” The manager’s new concern would be an example of applied:
a.
systems and networks theory.
b.
vertical dyad linkage theory.
c.
social capital.
d.
external locus of control.
p. 232
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
p. 232
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
50. Leaders primarily use ____ to influence members of the in-group.
a.
referent power
b.
locus of control
c.
ingratiation
d.
social capital
a
Moderate
p. 233
MGMT.LUSS.16.07-01 – LO: 07–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
51. Leaders commonly use which of the following types of power to influence out-group members?
a.
Position power.
b.
Referent power.
c.
Information power.
d.
Expert power.
Moderate
p. 233
MGMT.LUSS.16.07-01 – LO: 07–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
52. When asked about her new boss, an employee says that, “The relationship is simple – he tells me what to do, and I do
it. I only get what support is deemed absolutely necessary to a project. If I think that the support is simply inadequate, I
ask for more. However, the last time that I did that, he put someone else on the job.” This employee is probably a(n):
a.
out-group member.
b.
lower-level employee.
c.
pragmatic follower.
d.
proactive team member.
a
Moderate
BLOOMS: Comprehension
53. The higher the quality of an LMX relationship:
a.
the higher the performance of the organization.
b.
the more successful the manager.
c.
the more resources the follower receives.
d.
the greater the dissatisfaction of followers.
p. 236
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
54. Low-quality LMX relationships are characterized by:
a.
little or no involvement in decision making.
b.
mutual trust between follower and leader.
c.
followers showing greater OCB.
d.
a leader’s wide span of control.
p. 234 – 239
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Comprehension
55. The concept of ________ is the set of resources that inheres in the structure of relations between members of the
group, which helps them get ahead.
a.
group interaction
p. 233
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Comprehension
b.
social exchange
c.
social capital
d.
ingratiation
56. A benefit of a high quality LMX relationship is that:
a.
followers show greater motivation and job performance.
b.
there is more staff turnover.
c.
in-group members are not expected to work as hard as out-group members.
d.
the leader can pay less attention to in-group members
a
Moderate
p. 237 – 238
MGMT.LUSS.16.07-03 – LO: 07–03
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Comprehension
57. _______ is the effort to appear competent and dependable.
a.
Impressions management
b.
Ingratiation
c.
Self-promotion
d.
Followership
c
Easy
p. 237
MGMT.LUSS.16.07-03 – LO: 07–03
and abilities
AACSB: Analytic – Analytic skills
c
Easy
p. 238
MGMT.LUSS.16.07-03 – LO: 07–03
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowlege