Question 1

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 C

Question 2

Research on attributions shows that most people:

Accepted Answer

A) overestimate the effect leaders have on organizational performance 
B) underestimate the effect leaders have on organizational performance 
C) accurately assess a leader's impact on organization performance 
D) have no opinion about the effect of leaders on organizational performance 
A) overestimate the effect leaders have on organizational performance 
B) underestimate the effect leaders have on organizational performance 
C) accurately assess a leader's impact on organization performance 
D) have no opinion about the effect of leaders on organizational performance A

Question 3

Studies on how managers perceive poor performance by a subordinate find that they are most likely to:

Accepted Answer

A) attribute the cause to external factors such as insufficient resources 
B) attribute the cause to internal factors such as motivation or ability 
C) attribute the cause to bad luck or random, unpredictable events 
D) make an accurate assessment of the cause of poor performance 
A) attribute the cause to external factors such as insufficient resources 
B) attribute the cause to internal factors such as motivation or ability 
C) attribute the cause to bad luck or random, unpredictable events 
D) make an accurate assessment of the cause of poor performance B

Question 4

A special exchange relationship with some subordinates least likely to occur when:

Accepted Answer

A) the leader has little expertise in how to do the work 
B) the leader is overloaded with duties and responsibilities 
C) the leader has many immediate subordinates 
D) the leader has an unfavorable relationship with superiors 
A) the leader has little expertise in how to do the work 
B) the leader is overloaded with duties and responsibilities 
C) the leader has many immediate subordinates 
D) the leader has an unfavorable relationship with superiors

Question 5

After a manager makes an external attribution for weak performance by a subordinate,what is the least likely response by the manager?

Accepted Answer

A) provide more resources 
B) increase incentives 
C) remove obstacles 
D) simplify the task 
A) provide more resources 
B) increase incentives 
C) remove obstacles 
D) simplify the task

Question 6

When is a leader most likely to be viewed as highly effective?

Accepted Answer

A) the leader makes major changes in strategy, and performance slowly improves 
B) the leader makes major changes in strategy, and performance rapidly improves 
C) the leader makes small changes in strategy, and performance slowly improves 
D) the leader makes no changes in strategy, and performance remains high 
A) the leader makes major changes in strategy, and performance slowly improves 
B) the leader makes major changes in strategy, and performance rapidly improves 
C) the leader makes small changes in strategy, and performance slowly improves 
D) the leader makes no changes in strategy, and performance remains high

Question 7

Which was not found in the research on leader-member exchange?

Accepted Answer

A) the LMX relationship with a subordinate continued to improve each year 
B)  leaders gave more benefits to high LMX subordinates than to low LMX subordinates 
C) high LMX subordinates performed better than low LMX subordinates 
D) leaders delegated more to high LMX subordinates than to low LMX subordinates 
A) the LMX relationship with a subordinate continued to improve each year 
B)  leaders gave more benefits to high LMX subordinates than to low LMX subordinates 
C) high LMX subordinates performed better than low LMX subordinates 
D) leaders delegated more to high LMX subordinates than to low LMX subordinates

Question 8

Which of the following is a recommended guideline for correcting a subordinate's performance deficiencies?

Accepted Answer

A) explain that the subordinate needs to become more motivated to succeed 
B) warn the subordinate not to be defensive when receiving negative feedback 
C) threaten to fire the subordinate unless performance quickly improves 
D) explain why the subordinate's behavior is causing problems for others 
A) explain that the subordinate needs to become more motivated to succeed 
B) warn the subordinate not to be defensive when receiving negative feedback 
C) threaten to fire the subordinate unless performance quickly improves 
D) explain why the subordinate's behavior is causing problems for others

Question 9

In a meeting to deal with poor performance by a subordinate,the leader should:

Accepted Answer

A) ask the subordinate to suggest remedies 
B) tell the subordinate what must be done 
C) refer to formal rules and work procedures 
D) have the subordinate ask coworkers for advice 
A) ask the subordinate to suggest remedies 
B) tell the subordinate what must be done 
C) refer to formal rules and work procedures 
D) have the subordinate ask coworkers for advice

Question 10

When there is a high LMX relationship,the leader is more likely to:

Accepted Answer

A) give the subordinate easy assignments to do 
B) monitor the subordinate's performance frequently 
C) understand the subordinate's problems and needs 
D) provide detailed instructions to the subordinate 
A) give the subordinate easy assignments to do 
B) monitor the subordinate's performance frequently 
C) understand the subordinate's problems and needs 
D) provide detailed instructions to the subordinate

Question 11

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 12

Which of the following is a suggested guideline for followers?

Accepted Answer

A) point out when a leader is being defensive about suggestions 
B) get approval from the boss before taking action to resolve problems 
C) verify the accuracy of information you provide to the leader 
D) follow rules and standard procedures to avoid any blame for problems 
A) point out when a leader is being defensive about suggestions 
B) get approval from the boss before taking action to resolve problems 
C) verify the accuracy of information you provide to the leader 
D) follow rules and standard procedures to avoid any blame for problems

Question 13

Which statement about implicit leadership theories is not accurate?

Accepted Answer

A) implicit theories influence a person's evaluation of leaders 
B) implicit theories usually involve assumptions about effective leadership 
C) implicit theories can result in biased ratings of a leader's behavior 
D) implicit theories are seldom found in people who are intelligen 
A) implicit theories influence a person's evaluation of leaders 
B) implicit theories usually involve assumptions about effective leadership 
C) implicit theories can result in biased ratings of a leader's behavior 
D) implicit theories are seldom found in people who are intelligen

Question 14

The research on LMX shows that effective leaders:

Accepted Answer

A) avoid exchange relationships with their subordinates 
B) have high quality exchange relationships with a few subordinates 
C) have an equal number of high and low exchange relationships 
D) have high quality exchange relationships with most subordinates 
A) avoid exchange relationships with their subordinates 
B) have high quality exchange relationships with a few subordinates 
C) have an equal number of high and low exchange relationships 
D) have high quality exchange relationships with most subordinates

Question 15

An employee who volunteers to stay late and do extra work is using which form of impression management?

Accepted Answer

A) ingratiation 
B) self promotion 
C) exemplification 
D) modeling 
A) ingratiation 
B) self promotion 
C) exemplification 
D) modeling

Question 16

What is not one of the impression management tactics described in the chapter?

Accepted Answer

A) exemplification 
B) supplication 
C) intimidation 
D) self promotion 
A) exemplification 
B) supplication 
C) intimidation 
D) self promotion

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

Research on attributions shows that most people:

Studies on how managers perceive poor performance by a subordinate find that they are most likely to:

A special exchange relationship with some subordinates least likely to occur when:

After a manager makes an external attribution for weak performance by a subordinate,what is the least likely response by the manager?

When is a leader most likely to be viewed as highly effective?

Which was not found in the research on leader-member exchange?

Which of the following is a recommended guideline for correcting a subordinate's performance deficiencies?

In a meeting to deal with poor performance by a subordinate,the leader should:

When there is a high LMX relationship,the leader is more likely to:

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

Which of the following is a suggested guideline for followers?

Which statement about implicit leadership theories is not accurate?

The research on LMX shows that effective leaders:

An employee who volunteers to stay late and do extra work is using which form of impression management?

What is not one of the impression management tactics described in the chapter?

The Nature of Leadership

The Nature of Managerial Work

Perspectives on Effective Leadership Behavior

Leading Change in Organizations

Participative Leadership and Empowerment

Managerial Traits and Skills

Contingency Theories of Effective Leadership

Power and Influence

Leadership in Teams and Decision Groups

Strategic Leadership by Top Executives

Charismatic and Transformational Leadership

Ethical,servant,spiritual,and Authentic Leadership

Gender,diversity,and Cross-Cultural Leadership

Developing Leadership Skills

Overview and Integration

Filters

Exam 9: Dyadic and Follower-Based Models of Leadership

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

Research on attributions shows that most people:

Studies on how managers perceive poor performance by a subordinate find that they are most likely to:

A special exchange relationship with some subordinates least likely to occur when:

After a manager makes an external attribution for weak performance by a subordinate,what is the least likely response by the manager?

When is a leader most likely to be viewed as highly effective?

Which was not found in the research on leader-member exchange?

Which of the following is a recommended guideline for correcting a subordinate's performance deficiencies?

In a meeting to deal with poor performance by a subordinate,the leader should:

When there is a high LMX relationship,the leader is more likely to:

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

Which of the following is a suggested guideline for followers?

Which statement about implicit leadership theories is not accurate?

The research on LMX shows that effective leaders:

An employee who volunteers to stay late and do extra work is using which form of impression management?

What is not one of the impression management tactics described in the chapter?

The Nature of Leadership

The Nature of Managerial Work

Perspectives on Effective Leadership Behavior

Leading Change in Organizations

Participative Leadership and Empowerment

Managerial Traits and Skills

Contingency Theories of Effective Leadership

Power and Influence

Leadership in Teams and Decision Groups

Strategic Leadership by Top Executives

Charismatic and Transformational Leadership

Ethical,servant,spiritual,and Authentic Leadership

Gender,diversity,and Cross-Cultural Leadership

Developing Leadership Skills

Overview and Integration

Filters