Question 1

Why is asking the subordinate to suggest remedies an effective guideline for dealing with performance deficiencies?

Accepted Answer

Student answers may vary. It is essentia

Question 2

How can a leader avoid attribution biases?

Accepted Answer

Student answers may vary. There may be m

Question 3

Doing voluntary tasks that are highly visible is an example of the impression management tactic ingratiation.

Accepted Answer

A) True 
 B)False

Question 4

If performance suddenly increases soon after a leader's term of office begins, ________.

Accepted Answer

A)  all credit will be attributed to the previous leader 
B)  more credit will be attributed to the previous leader than the new leader 
C)  more credit will be attributed to the new leader than if performance improved slowly 
D)  less credit will be attributed to the new leader than if performance remained stable 
A)  all credit will be attributed to the previous leader 
B)  more credit will be attributed to the previous leader than the new leader 
C)  more credit will be attributed to the new leader than if performance improved slowly 
D)  less credit will be attributed to the new leader than if performance remained stable

Question 5

When an external attribution is made, the manager is MOST likely to respond by providing ________.

Accepted Answer

A)  more detailed instruction 
B)  additional supervision 
C)  better information 
D)  easier goals 
A)  more detailed instruction 
B)  additional supervision 
C)  better information 
D)  easier goals

Question 6

When criticizing performance it is more effective to be vague instead of specific and detailed.

Accepted Answer

A) True 
 B)False

Question 7

Specific feedback and examples of performance deficiencies ________.

Accepted Answer

A)  are easier for a person to deny 
B)  may not communicate what the person is doing wrong 
C)  should be kept brief 
D)  are best avoided so as not to offend the subordinate 
A)  are easier for a person to deny 
B)  may not communicate what the person is doing wrong 
C)  should be kept brief 
D)  are best avoided so as not to offend the subordinate

Question 8

Discuss the incompatible biases of managers and subordinates regarding internal and external attributions about poor performance.

Accepted Answer

Student answers may vary. The leader's b

Question 9

Which of the following is a cognitive strategy for self-management?

Accepted Answer

A)  positive self-talk 
B)  self-monitoring 
C)  cue modification 
D)  self-reward 
A)  positive self-talk 
B)  self-monitoring 
C)  cue modification 
D)  self-reward

Question 10

How are managers MOST likely to interpret the reasons for effective performance?

Accepted Answer

A)  Internal attributions are made for effective performance by subordinates. 
B)  External attributions are made for effective performance by subordinates. 
C)  Internal attributions are made for high LMX members and external attributions are made for low LMX members. 
D)  External attributions are made for high LMX members and internal attributions are made for low LMX members. 
A)  Internal attributions are made for effective performance by subordinates. 
B)  External attributions are made for effective performance by subordinates. 
C)  Internal attributions are made for high LMX members and external attributions are made for low LMX members. 
D)  External attributions are made for high LMX members and internal attributions are made for low LMX members.

Question 11

Which is an example of self-promotion?

Accepted Answer

A)  displaying trophies in one's workspace 
B)  arriving early and staying late 
C)  laughing at the target person's jokes 
D)  providing praise for the target person 
A)  displaying trophies in one's workspace 
B)  arriving early and staying late 
C)  laughing at the target person's jokes 
D)  providing praise for the target person

Question 12

A lack of follower ability or effort is characterized as an internal attribution.

Accepted Answer

A) True 
 B)False

Question 13

Do cultural values affect LMX? If so, how?

Accepted Answer

Student answers may vary. Cultural value

Question 14

The Two-Stage Attribution Model describes how a manager determines the cause of the poor performance and selects an appropriate response to correct the problem.

Accepted Answer

A) True 
 B)False

Question 15

It is ________ that some subordinates are proactive about developing a favorable relationship rather than passively accepting whatever the leader decides to do.

Accepted Answer

A)  impossible 
B)  unheard of 
C)  unlikely 
D)  probable 
A)  impossible 
B)  unheard of 
C)  unlikely 
D)  probable

Question 16

According to research, how effective are ingratiation and self-promotion tactics in follower attempts to influence bosses?

Accepted Answer

Student answers may vary. The usual way

Question 17

Should followers challenge flawed plans and proposals made by bosses? Why or why not?

Accepted Answer

Student answers may vary. One of the mos

Question 18

All of the following are ways a leader can maintain a high-exchange relationship with subordinates EXCEPT ________.

Accepted Answer

A)  providing attention 
B)  being responsive to needs 
C)  using coercion 
D)  employing rational persuasion 
A)  providing attention 
B)  being responsive to needs 
C)  using coercion 
D)  employing rational persuasion

Question 19

What is the basic premise of leader-member exchange (LMX) theory?

Accepted Answer

Student answers may vary. The basic prem

Question 20

An external attribution for poor performance is MORE likely in all of the following cases EXCEPT ________.

Accepted Answer

A)  the manager is dependent on the subordinate for his or her own success 
B)  the subordinate is perceived to have other redeeming qualities (popularity, leadership skills) 
C)  the subordinate has offered excuses or an apology 
D)  evidence indicates internal causes 
A)  the manager is dependent on the subordinate for his or her own success 
B)  the subordinate is perceived to have other redeeming qualities (popularity, leadership skills) 
C)  the subordinate has offered excuses or an apology 
D)  evidence indicates internal causes

Why is asking the subordinate to suggest remedies an effective guideline for dealing with performance deficiencies?

How can a leader avoid attribution biases?

Doing voluntary tasks that are highly visible is an example of the impression management tactic ingratiation.

If performance suddenly increases soon after a leader's term of office begins, ________.

When an external attribution is made, the manager is MOST likely to respond by providing ________.

When criticizing performance it is more effective to be vague instead of specific and detailed.

Specific feedback and examples of performance deficiencies ________.

Discuss the incompatible biases of managers and subordinates regarding internal and external attributions about poor performance.

Which of the following is a cognitive strategy for self-management?

How are managers MOST likely to interpret the reasons for effective performance?

Which is an example of self-promotion?

A lack of follower ability or effort is characterized as an internal attribution.

Do cultural values affect LMX? If so, how?

The Two-Stage Attribution Model describes how a manager determines the cause of the poor performance and selects an appropriate response to correct the problem.

It is ________ that some subordinates are proactive about developing a favorable relationship rather than passively accepting whatever the leader decides to do.

According to research, how effective are ingratiation and self-promotion tactics in follower attempts to influence bosses?

Should followers challenge flawed plans and proposals made by bosses? Why or why not?

All of the following are ways a leader can maintain a high-exchange relationship with subordinates EXCEPT ________.

What is the basic premise of leader-member exchange (LMX) theory?

An external attribution for poor performance is MORE likely in all of the following cases EXCEPT ________.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters

Exam 10: Dyadic Relations and Followers

Why is asking the subordinate to suggest remedies an effective guideline for dealing with performance deficiencies?

How can a leader avoid attribution biases?

Doing voluntary tasks that are highly visible is an example of the impression management tactic ingratiation.

If performance suddenly increases soon after a leader's term of office begins, ________.

When an external attribution is made, the manager is MOST likely to respond by providing ________.

When criticizing performance it is more effective to be vague instead of specific and detailed.

Specific feedback and examples of performance deficiencies ________.

Discuss the incompatible biases of managers and subordinates regarding internal and external attributions about poor performance.

Which of the following is a cognitive strategy for self-management?

How are managers MOST likely to interpret the reasons for effective performance?

Which is an example of self-promotion?

A lack of follower ability or effort is characterized as an internal attribution.

Do cultural values affect LMX? If so, how?

The Two-Stage Attribution Model describes how a manager determines the cause of the poor performance and selects an appropriate response to correct the problem.

It is ________ that some subordinates are proactive about developing a favorable relationship rather than passively accepting whatever the leader decides to do.

According to research, how effective are ingratiation and self-promotion tactics in follower attempts to influence bosses?

Should followers challenge flawed plans and proposals made by bosses? Why or why not?

All of the following are ways a leader can maintain a high-exchange relationship with subordinates EXCEPT ________.

What is the basic premise of leader-member exchange (LMX) theory?

An external attribution for poor performance is MORE likely in all of the following cases EXCEPT ________.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters