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48) According to the LMX theory, a leader implicitly categorizes followers as "in" or "out"
________.
A) after careful performance analysis
B) on a temporary basis
C) early in the interaction
D) because of political pressure
E) only after several months of working together
49) In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that
Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team
members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the
cafeteria, and stayed late and worked when the need arose. In contrast to them, the other five
team members did the routine jobs assigned to them, and their interactions lacked the
understanding and camaraderie that Eric shared with the others. Joshua, Doug, and Carl make up
Eric's ________.
A) out-group
B) reference group
C) nominal group
D) ingroup
E) peripheral group
50) In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that
Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team
members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the
cafeteria, and stayed late and worked when the need arose. While Judith was in training, she
received very good feedback from Eric, and as she transitioned to the floor, she felt that Eric was
giving her interesting projects, allowing her more freedom, and seeking her opinion frequently.
The information provided in the scenario supports the prediction that ________.
A) Judith will develop low trust propensity toward Eric
B) Joshua, Doug, and Carl will display low trust propensity in Judith
C) Eric's ingroup will remain a reference group for Judith permanently
D) Judith will become a part of Eric's ingroup in the marketing division
E) Judith will have lower levels of identification-based trust with Eric when compared to other
trainees
51) Which theory of leadership proposes that followers attribute heroic or extraordinary
leadership abilities when they observe certain behaviors?
A) situational leadership theory
B) path-goal leadership theory
C) transactional leadership theory
D) behavioral leadership theory
E) charismatic leadership theory
52) According to evidence, what is the first step a charismatic leader takes to influence
followers?
A) by developing an aura of charisma
B) engaging in emotion-inducing and often unconventional behavior
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations
53) Charismatic leaders ________.
A) engage in traditional behaviors that follow norms
B) focus on their own responsibilities largely ignoring the needs and feelings of employees
C) avoid personal risk
D) propose a vision of the future that is better than the status quo
E) ensure their own position as leader even if it means sacrificing others
54) Leaders who function primarily by clarifying role and task requirements to accomplish
established goals exhibit a(n) ________ style of leadership.
A) transformational
B) transactional
C) charismatic
D) laissez-faire
E) employee-oriented
55) A transactional leader is likely to ________.
A) reward employees for the work that they have done, thus recognizing accomplishments
B) help followers trust the leader and develop a loyalty toward the common vision
C) stimulate others in the organization to become thinkers of what the organization is all about
D) pay attention to the emotional needs of others and consider individual differences
E) avoid authoritarian, command, and control behaviors when dealing with employees
56) Which of the following scenarios reflects a transactional approach to leadership?
A) Samuel Perez has been running a small automobile service agency with a set of employees
that he hired and trained over a decade ago. Though the business is mediocre and profit margins
are not substantial, the employees work well as a team because each of them treats the other as
equal, just like Samuel himself does.
B) Carol Turner began V Care, a non-profit organization, with the purpose of battling various
forms of abuse. As the organization grew, she took care to hire employees who felt the same
kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the
organization that she started is successful because every single employee shares and understands
what the organization is aiming for.
C) When new projects come, it is a time of excitement for the content production team of
Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by
having her whole team envision what the final product of this campaign must aim at. She then
sets progressively higher standards for the team and clarifies what each member of the team
stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the
needs and preferences of her team members.
D) Wayne Torres believes that setting targets, monitoring employee performance, and correcting
defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees
who do well and match his predetermined expectations and recognizes accomplishments that he
values. His team, however, has not grown substantially and seems to be at a functional status
quo.
E) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of
consultants has a framework of flexible tools and skills to help clients who come their way with
diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged
to come up with unconventional solutions that help clients establish and leverage its employee
diversity.
57) ________ leaders inspire followers to transcend their self-interests for the good of the
organization and can have an extraordinary effect on their followers.
A) Transformational
B) Transactional
C) Task-oriented
D) Laissez-faire
E) Production-oriented
58) Transformational leaders enhance performance of employees by ________.
A) restricting creativity among employees
B) focusing on short-term goals for employees
C) instilling pride in employees
D) establishing goals, roles, and requirements
E) abdicating all responsibility to employees
59) In terms of the full range of leadership models, which leadership behavior is the least
effective?
A) management by exception (active)
B) contingent reward
C) management by exception (passive)
D) individualized consideration
E) laissez-faire
60) Which of the following leadership behaviors is likely to differentiate between transactional
and transformational leaders?
A) management by exception (active and passive)
B) contingent reward
C) individualized consideration
D) micromanagement
E) laissez-faire
61) In terms of the full range of leadership models, which leadership behavior represents the
most active and effective approach for leaders?
A) contingent reward
B) idealized influence
C) management by exception (active)
D) individualized consideration
E) laissez-faire
62) The leader-member exchange (LMX) theory proposes that the leader implicitly categorizes
the follower as belonging to his ingroup or out group after a detailed analysis of his or her
performance over a prolonged period of time.
63) An individual who lacks self-esteem and questions his or her self-worth is more likely to
absorb a leader's direction rather than establish and individual way of leading or thinking.
64) The best leaders are transformational, not transactional.
65) Transactional leaders guide their followers toward established goals by clarifying role and
task requirements.
66) Intellectual stimulation and individualized consideration are likely to be seen in the
management by exception (active) style of leadership.
67) Transformational leadership has a greater impact on the bottom line in smaller, privately held
firms than in more complex organizations.
68) The HR department at Basic Elements, a software development firm, has begun testing
employee personality and preferences to reorganize their teams such that team members and
leaders are matched. They believe that this will enable them to ensure smooth functioning and
greater cohesion. As a part of this test, employees were given the least preferred co-worker
questionnaire. The employees were asked to think of all the co-workers they had in the past and
describe the one they least enjoyed working with by rating that person on a scale of 1 to 8 for
each of 16 sets of contrasting adjectives. Rachel's LPC score was high, while Victor's was low.
Many employees like Ashley had LPC scores that were moderate. Interpret and compare the
results of Rachel, Victor, and Ashley.
69) What are the key characteristics of charismatic leaders?
70) Describe the full range of leadership model.
71) Charismatic leaders are not always authentic leaders. Discuss.
72) Compare and contrast charismatic leadership from the understanding of leadership under the
attribution theory.
73) A long-term strategy for attaining a goal by linking the present with a better future for the
organization is defined as a(n) ________.
A) transaction
B) attribution
C) contingent plan
D) vision
E) substitution
