Deck 7: Follower-ship and Leader Member Exchange

Question 1

The emphasis of team building is on how a leader might forge a partnership with each follower without alienating anyone.

Answer 1

True

Question 2

Central to LMX theory is the notion of "support for self-worth" that one individual provides for another.

Answer 2

False

Question 3

When leaders are trained to develop and nurture high-quality relationships with all of their followers, the results on follower performance are dramatic.

Answer 3

True

Question 4

The basis of LMX theory is that leaders or superiors interact with all followers equally.

Question 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.

Question 6

It is easier for a follower who has and is perceived as having an individual self-identity to form high quality LXM relationships.

Question 7

Followers, who feel that they have a positive one-on-one relationship with the leader, tend to display more organizational citizenship behavior and creativity.

Question 8

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.

Question 9

The basis for establishing a deeper exchange relationship with in-group members is the leader's control over outcomes that are desirable to the followers.

Question 10

Leaders should aspire to build relationships with all group members, not just a few special individuals.

Question 11

One of your teammates questioned whether he was being treated fairly on his performance evaluation. This is an example of the concept of distributive fairness.

Question 12

The concept of social exchange is used to describe group members' social relationships within and outside their groups and how these relationships affect group effectiveness.

Question 13

The focus of LMX theory is on the quality of the dyadic exchange that develops between leaders and followers.

Question 14

Researchers have identified two kinds of motives associated with follower feedback-seeking behavior: performance-driven motive and self-promotion-driven motive.

Question 15

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.

Question 16

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.

Question 17

The difference between traditional leadership theories and LM is that LMX focuses primarily on the leader instead of the followers' roles.

Question 18

Team building is the third stage of evolution in the dyadic approach.

Question 19

Leaders mostly use reward, legitimate, and coercive power to influence out-group members.

Question 20

Dyadic refers to the individualized relationship between a leader and each follower in a work unit.

Question 21

The difference between contingency theories and LMX is that while the former emphasizes how a good employee facilitates leader job performance, the latter emphasizes how a good leader facilitates employee job performance.

Question 22

According to LMX Theory, a leader varies his or her behavior as a result of the quality of interpersonal relationships with each individual follower.

Question 23

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.

Question 24

A strength of LMX Theory is the inherent bias in favor of in-group members.

Question 25

Ingratiation, self-aggrandizement, and impression management are tactics that can enhance the visibility of the follower's strength and performance.

Question 26

The three determining factors of high-quality LMX relationships include follower attributes, leader and follower perceptions of each other, and situational factors.

Question 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.

Question 28

The quality of each dyadic relationship, according to LMX Theory, can be influenced by the combined efforts of one, follower behaviors and attributes, two, leader-follower perceptions and self-identities and three, situational factors.

Question 29

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.

Question 30

During the third stage of developing positive LMX relations, mutual trust, loyalty, and respect begin to develop between leader and follower.

Question 31

The LMX-7 scale is the most commonly used instrument for defining and measuring the quality of relationships.

Question 32

Because John is trying to project a favorable image in order to improve a long-term relationship with his leader, he is using ingratiation.

Question 33

Effective followers have the courage to initiate change and put themselves at risk or in conflict with others, even their leaders.

Question 34

Effective leaders prefer to use position or reward power to effect positive change in followers.

Question 35

A major advantage of LMX theory is its ease of measurement.

Question 36

Ingratiation is the effort to appear supportive, appreciative, and respectful.

Question 37

Relationships that do not mature beyond the second stage of developing positive LMX relations may deteriorate and remain at the level of an out-group.

Question 38

Situational factors refer to random or planned events that provide the opportunity for leaders to evaluate a follower's work ethic or character.

Question 39

Ingratiation refers to the behavior of followers that results from the leader-follower influence relationship.

Question 40

During a feedback session, a leader should explain the negative impact of the ineffective behavior and suggest remedies.

Question 41

When challenging a leader's flawed plans and proposals, it is important for the follower to pinpoint specifics rather than vague generalities.

Question 42

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.

Question 43

Which of the following is NOT one of the three stages of evolution in the dyadic approach?

A) Vertical dyadic linkage theory
B) leader-member exchange theory (LMX)
C) team member exchange theory
D) All of the above

Question 44

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.

Question 45

The conformist follower is someone who is low on involvement yet is high on critical thinking.

Question 46

The effective follower must avoid raising issues with the leader regarding the leader's decisions are misguided and unethical.

Question 47

Differences in the level of education and experience can impact the relationship among followers, and between leaders and followers.

Question 48

One of the guidelines to becoming an effective leader is to take action only when being told by the leader.

Question 49

Kelley groups followers into five categories based on two types of behavior, independent critical thinking, and level of involvement.

Question 50

Delegating refers to telling employees to perform the tasks that are part of their job design.

Question 51

People who believe they are "pawns of fate" have an internal locus of control and believe they have no influence or control at work.

Question 52

One of the benefits of delegating responsibilities is that leaders can focus on doing many tasks well, instead of a few tasks less effectively.

Question 53

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.

Question 54

Pragmatic followers are often known to "play political games."

Question 55

You can delegate responsibility and accountability, but not authority.

Question 56

The pragmatic follower is high on critical thinking and involvement.

Question 57

Which of the following statements best describes the vertical dyadic linkage theory?

A) The focus is on the quality of each dyad.
B) Leaders aspire to build positive relationships with all followers.
C) Linkages among peers are disavowed.
D) Leader-follower interactions create in-groups and out-groups.

Question 58

As workers' education and experience increases, leaders have to shift to a more top-down directive style of leading.

Question 59

Technical matters and confidential activities are things that should not be delegated.

Question 60

Today's workers are far more educated, mobile, diverse, and younger than the workforce of 20 years ago.

Question 61

The most commonly used instrument for defining and measuring the quality of relationships is the:

A) Myers-Briggs scale.
B) personality profile.
C) LMX-7 scale.
D) VDL instrument.

Question 62

Instruments used for measuring LMX:

A) typically measure vertical dyad linkages along with social exchanges.
B) tend to measure LMX from the perception of the follower rather than the leader.
C) have firmly established the close similarity between leader and follower perceptions.
D) none of the answers are correct

Question 63

An organization faced a sudden crisis as it found that a major client was considering dropping the organization's services. A new employee agreed to work through the weekend in order to provide the client with improved services as leadership worked to save the relationship. What is a likely result of this episode?

A) The employee will get a raise.
B) The employee will get more opportunities for responsibility.
C) Leadership will boast about the employee to the client.
D) none of the answers are correct

Question 64

All of the following are factors that determine LMX quality EXCEPT:

A) follower attributes.
B) situational factors.
C) organizational culture.
D) leader and follower perceptions of each other.

Question 65

Leaders primarily use ____ power to influence members of the in-group.

A) expert
B) referent
C) reward
D) all of the answers are correct

Question 66

Which of the following statements regarding in-groups and out-groups is NOT true?

A) In-group followers routinely receive higher performance ratings than out-group followers.
B) In-group followers do not require as much attention as out-group followers.
C) In-group followers give more positive ratings when evaluating organizational climate than out-group followers.
D) Out-group followers routinely show higher levels of turnover than in-group followers.

Question 67

A benefit(s) of a high quality LMX relationship is that

A) The leader has control over outcomes that are desirable to followers.
B) In-group members are expected to be loyal to the leader.
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
E) A and b

Question 68

Leaders mostly use all of the following types of power to influence out-group members EXCEPT:

A) legitimate power.
B) referent power.
C) reward power.
D) coercive power.

Question 69

In Vertical Dyadic Linkage Theory, leaders mostly use reward, as well as legitimate and coercive power to influence

A) In-group members.
B) Out-group members.
C) Effective followers.
D) Pragmatic followers.

Question 70

Low-quality LMX relationships are characterized by:

A) little or no involvement in decision making.
B) less support.
C) more formal supervision.
D) all of the answers are correct

Question 71

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 that the follower receives.
D) all of the answers are correct

Question 72

According to Kelley's model of follower types, Belinda is a conformist follower, someone who carries out orders without considering the consequences of those orders and does anything to avoid conflict. According to Kelley's follower types, she is ____ and ____.

A) High on level of involvement and low on critical thinking.
B) Low on level of involvement and lower on critical thinking.
C) High on level of involvement and high on critical thinking
D) High on locus of control and high on position power

Question 73

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.

Question 74

During the second stage of the process for developing positive LMX relations:

A) exchange based on self-interest is transformed into mutual commitment to the mission and objectives of the work unit.
B) impressions management by the follower plays a critical role in influencing how the leader perceives him or her.
C) mutual trust, loyalty, and respect begin to develop between leader and follower.
D) the roles between leader and follower have reached maturity.

Question 75

One possible approach to minimizing the bias in LMX relationship is to:

A) use a different instrument to measure the quality of the relationship other than the LMX-7 scale.
B) train and encourage leaders to maintain high-quality LMX relationships with all followers, not just a few.
C) promote those who consistently score high in their performance evaluations.
D) pay less attention to in-group members and more attention to out-group members.

Question 76

A manager asking a new employee to do something beyond what the formal employment agreement calls for so the manager can gauge the employee's reaction is an example of:

A) organizational citizenship behavior.
B) a situational factor.
C) self-promotion.
D) vertical dyadic linkage theory.

Question 77

____ is a follower's effort to project a favorable image to gain an immediate benefit or improve a long-term relationship with the leader.

A) Ingratiation
B) Impressions management
C) Self-promotion
D) Politicking

Question 78

To build a real team, the leader should:

A) make sure everyone is competent.
B) use the in-group to help.
C) form a relationship with each member.
D) know follower expectations.

Question 79

The concept of ____ is used to describe group members' social relationships within and outside their groups and how these relationships affect group effectiveness.

A) group interaction
B) social exchange
C) social capital
D) ingratiation

Question 80

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.