Question 1

What should a leader do to dispel any notion or misperception that there are in-groups and out-groups in his or her work unit?

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Question 2

Instructions for the following question(s)
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through fourth steps, followed by what you would say to the grad assistant for each step.
-The Delegation Model. You are a production manager in a large company. You have received a request for information on your department by the new human resources manager. You are going to delegate the task of writing the answers to the questions to provide the information that the human resources manager wants to your secretary, Chris. Chris has worked for you for several years and should be able to word process the information without any help from you. It shouldn't take more than a couple of hours to record the information.

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List the first...

Question 3

What do you say to those who argue that tactics used by followers to get noticed by their leader (such as impressions management, ingratiation, and self-promotion) are shameful and self-serving and should be avoided?

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Question 4

Give examples of how you, or someone you worked with, implemented three of the nine guidelines to effective followership.

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Question 5

Describe an obstacle to delegation, or sign of delegating too little, that you have observed on the job.

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Question 6

High-quality LMX relationships create a circle of reciprocity where followers feel like they should go the extra mile for a leader who supports them and the leader feels like he or she should offer the followers more support and benefits to keep their loyalty. Do you believe this is the case in the real world or is it something different?

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Question 7

Write your plan for improving your LMX relationship and followership.

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Question 8

Instructions for the following question(s)
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through fourth steps, followed by what you would say to the grad assistant for each step.
-The Delegation Model. You are a marketing manager in a medium-sized company. Your computer is getting outdated, so you have decided to get a new one. You're not sure what make, model, or features to select. You are busy and don't want to spend a lot of time making the selection. You have decided to let your trustworthy secretary, Chris, check out available models and to tell you about the best three, and to suggest one model for you. You'd like the new computer in one week.

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List the first...

Question 9

Movies dealing with the prison or college environment often depict one or two prisoners or students who seem to have more influence over other prisoners or students than even the guards or administrators. Can you think of one case and explain why the individual was influential over other prisoners or students?

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Question 10

Instructions for the following question(s)
List the first step in the delegation model, then write what you would say to your grad assistant. Write the second through fourth steps, followed by what you would say to the grad assistant for each step.
-The Delegation Model. You are a college professor and advisor of students. You have received the grade reports for your advisees. You have a file folder for each advisee, which contains a form to record grades on. You are going to delegate the task of recording grades to your graduate assistant. It should not take more than a couple of hours to do the task. You will teach your grad assistant how to record and file the grades during your delegation of the task. For this step of the delegation process, just state that you will teach the grad assistant how to do the task.

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List the first...

Question 11

Recall two leaders you have worked with over a period of time. Identify specific attributes that would describe the true nature of your relationship with these leaders. Identify one leader with whom you feel you had a high-quality relationship, and one with whom you had a low-quality relationship. What attributes describe the high-quality and the low-quality relationships with these leaders?

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Question 12

Identify a particular leader-follower working relationship that you have had with a manager. To what extent did the Pygmalion effect play a role in the quality of this relationship? How did it affect your career development within the organization?

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Question 13

Recall the last time you were evaluated on the job by your manager. Describe how you felt at the end of the session. What factors accounted for your feelings? See if some of the factors discussed in this section apply in your particular situation.

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Question 14

Recall a work-related incident when you felt more qualified to do the job than your boss because of your education and experience. Describe how this characteristic enabled you to influence your boss.

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Question 15

Recall a work situation in which you were required to do something that was beyond your employment contract. How did you respond to your manager's request, and what consequences did it have on your relationship with him or her?

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Question 16

As a leader, how will you motivate the alienated follower?

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Question 17

In your opinion, can a leader maintain a personal friendship with some members of his or her work group or team without creating the perception of in-groups (those in his or her social circle) and out-groups (those outside his or her social circle)?

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Question 18

Can someone have a successful career by aspiring to be an effective follower? Explain.

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Question 19

Select a manager you work or have worked for, and analyze how well he or she implements the four steps of delegation. Which steps does the manager typically follow and not follow?

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Question 20

Recall an occasion when you had the opportunity to make a positive first impression on your manager. Describe what tactics you employed and their effects on your manager.

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Quiz 7: Followership and Leader-Member Exchange

What should a leader do to dispel any notion or misperception that there are in-groups and out-groups in his or her work unit?

What do you say to those who argue that tactics used by followers to get noticed by their leader (such as impressions management, ingratiation, and self-promotion) are shameful and self-serving and should be avoided?

Give examples of how you, or someone you worked with, implemented three of the nine guidelines to effective followership.

Describe an obstacle to delegation, or sign of delegating too little, that you have observed on the job.

Write your plan for improving your LMX relationship and followership.

Identify a particular leader-follower working relationship that you have had with a manager. To what extent did the Pygmalion effect play a role in the quality of this relationship? How did it affect your career development within the organization?

Recall the last time you were evaluated on the job by your manager. Describe how you felt at the end of the session. What factors accounted for your feelings? See if some of the factors discussed in this section apply in your particular situation.

Recall a work-related incident when you felt more qualified to do the job than your boss because of your education and experience. Describe how this characteristic enabled you to influence your boss.

Recall a work situation in which you were required to do something that was beyond your employment contract. How did you respond to your manager's request, and what consequences did it have on your relationship with him or her?

As a leader, how will you motivate the alienated follower?

In your opinion, can a leader maintain a personal friendship with some members of his or her work group or team without creating the perception of in-groups (those in his or her social circle) and out-groups (those outside his or her social circle)?

Can someone have a successful career by aspiring to be an effective follower? Explain.

Select a manager you work or have worked for, and analyze how well he or she implements the four steps of delegation. Which steps does the manager typically follow and not follow?

Recall an occasion when you had the opportunity to make a positive first impression on your manager. Describe what tactics you employed and their effects on your manager.