1.
(p. 450)
Leadership is the use of power and influence to direct the activities of followers toward
goal attainment.
2.
(p. 451)
Leader-member exchange theory argues that new leader-member relationships are
typically marked by a role taking phase.
3.
(p. 451)
The life cycle theory of leadership explains how leader-members relationships develop
over time on a dyadic basis.
4.
(p. 452)
The low-quality exchange dyad is marked by increased exchange of information, influence,
latitude, support, and attention.
5.
(p. 452)
Tests of the leader-member exchange theory suggest that employees who are competent,
likable, and similar to the leader in personality will be more likely to end up in the leader’s in
group.
6. Recent research has shown that the development of high LMX relationships is more
effective in collectivistic cultures than in individualistic cultures.
7.
(p. 453)
Traits are more predictive of leader emergence than they are of leader effectiveness.
8.
(p. 453)
The trait-leadership correlations are strong in magnitude when leader effectiveness
serves as the outcome.
9.
(p. 453)
Focus on leader traits holds more practical relevance than a focus on leader’s actions.
10.
(p. 453)
A leader’s decision making style captures how a leader decides as opposed to what a
leader decides.
11.
(p. 454)
Autocratic style of leadership is characterized by high follower control.
12.
(p. 454)
With an autocratic style, the employees are asked to generate or evaluate potential
solutions.
13.
(p. 455)
Leaders do not make the ultimate decision with a consultative style of decision making.
14.
(p. 455)
With a delegative style, the leader plays no role in the deliberations unless asked.
15.
(p. 455)
Making the correct decision is the ultimate means of judging a leader.
16.
(p. 455–456)
The time-driven model of leadership suggests that the focus should shift away
from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative,
facilitative, and delegative leaders.
17.
(p. 457)
According to the time-driven model of leadership, autocratic styles are used for decisions
in which the likelihood of employee commitment is high.
18. For the delegative style of decision making, teamwork skills of employees involved are not
important.
19.
(p. 457)
Leaders who are high on initiating structure play a passive role in directing group activities
and often fail to plan activities.
20.
(p. 459)
Readiness is defined as the degree to which employees have the ability and willingness to
accomplish specific tasks.
21. Situational Leadership Theory is well supported by many scientific studies.
22.
(p. 459)
Telling is the optimal combination of leader behaviors at the R3 Stage of readiness.
23.
(p. 462)
Transformational leadership represents the carrot-and-stick approach to leadership.
24.
(p. 462)
Transformational leadership is less motivational compared to other managerial
approaches.
25.
(p. 462)
Laissez-faire is an active and effective approach to leadership.
26.
(p. 464)
Idealized influence involves behaving in ways that earn the admiration, trust, and respect
of followers.
27.
(p. 465)
Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared
vision of the future.
28.
(p. 468)
Transformational leadership is strongly related to unit-focused measures of leadership
effectiveness than most other leadership forms.
29.
(p. 469)
Employees with transformational leaders tend to have higher levels of task performance.
30.
(p. 469)
Transformational leadership has no effect on continuance commitment.
31. Task stability and spatial distance can neutralize the effectiveness of a leader’s actions.
32.
(p. 470)
Neutralizers reduce the importance of the leader while providing a direct benefit to
employee performance.
33.
(p. 470)
Increasing the time spent on training the leaders can help maximize their effectiveness.
34.
(p. 471)
Leadership training programs often focus on very specific issues, like being a more
effective mentor.
35.
(p. 451)
The leader-member exchange theory argues that:
36.
(p. 451)
During which phase of the leader-member exchange theory does a manager describe role
expectations to an employee, with the employee attempting to fulfill those expectations with
his/her job behaviors?
37.
(p. 451)
During the _____ phase of the leader-member exchange theory, the employee’s own
expectations for the dyad get mixed in with those of the leader.
38.
(p. 451)
The _____ process is marked by a free-flowing exchange in which the leader offers more
opportunities and resources and the employee contributes more activities and effort.
39.
(p. 452)
According to the leader-member exchange theory, the two general types of leader-
member dyads are:
40.
(p. 452)
In the leader-member exchange theory, the _____ exchange dyad is marked by the
frequent exchange of information, influence, latitude, support, and attention.
41.
(p. 452)
In the leader-member exchange theory, the low-quality exchange dyad forms the leader’s:
42.
(p. 452)
The degree to which the leader’s actions result in the achievement of the unit’s goals, the
continued commitment of the unit’s employees, and the development of mutual trust, respect, and
obligation in leader-member dyads refers to:
Check All That Apply Questions
43. There are many employee-centered measures of leader effectiveness. Some are focused
on the leader’s effectiveness within the unit; others focus on the leader’s effectiveness within
specific dyads. Which of the following represent dyad-focused measures of leader effectiveness?
(Check all that apply.)