Deck 10: Dyadic Relations and Followers

Question 1

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

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.

Answer 1

C

Question 2

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

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.

Answer 2

B

Question 3

Leader-member exchange relationships ________.

A) develop gradually over time
B) form immediately
C) are dictated solely by the subordinate's position
D) usually devolve over time

Answer 3

A

Question 4

Studies on how managers perceive poor performance by a subordinate find that they are MOST likely to ________.

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

Question 5

Which is an example of the benefits a subordinate can provide to a leader in a high-quality exchange relationship?

A) assigning interesting tasks
B) delegating greater responsibility
C) increasing pay
D) helping with administrative duties

Question 6

When there is a high LMX relationship, the leader is MORE likely to ________.

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 7

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

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

A special exchange relationship with some subordinates LEAST likely to occur when the leader ________.

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

Question 9

The research on LMX shows that effective leaders ________.

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 10

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

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

Question 11

Which statement about implicit leadership theories is NOT accurate?

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 intelligent.

Question 12

Which is NOT one of the impression management tactics described in the chapter?

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

Question 13

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

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

Question 14

Which of the following is a suggested guideline for followers?

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 15

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

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

Question 16

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

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 17

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

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 18

What is the basis for establishing a high-quality exchange relationship?

A) the subordinate's control over outcomes that are undesirable to peers
B) the leader's control over outcomes that are desirable to the subordinate
C) the subordinate's desire to eventually ascend to the leader's role
D) the leader's experience as a subordinate in a similar role

Question 19

Research on attributions shows that most people ________ on organizational performance.

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

Question 20

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

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

Question 21

An external attribution for poor performance is MORE likely when ________.

A) the subordinate has prior history of poor performance on similar tasks
B) the subordinate performs other tasks ineffectively
C) the subordinate is doing as well as other people who are in a similar situation
D) the effects of failures or mistakes are serious or harmful

Question 22

Research about how the role-making process occurs has ________.

A) not yet been attempted
B) had inconsistent results
C) reached a conclusive consensus
D) not yielded any results

Question 23

________ theory describes the cognitive processes used by leaders to determine the reasons for effective or ineffective performance and the appropriate reaction.

A) Attribution
B) Affective
C) Implicit
D) Exemplification

Question 24

Positive relationships of LMX with justice perceptions, organizational citizenship behaviors, job satisfaction, and leader trust and a negative relationship with turnover intentions were found to be ________ cultures.

A) stronger in Western
B) stronger in Eastern
C) equally strong across
D) nonexistent in individualistic

Question 25

________ events are often described as the "daily hassles and uplifts."

A) Self-promotional
B) Implicit
C) Ingratiation
D) Affective

Question 26

Subordinate ratings of LMX are strongly influenced by ________.

A) how supportive and fair the leader is with the subordinate
B) how supportive and fair the subordinate is with the leader
C) judgments about the subordinate's competence and dependability
D) judgments about the leader's competence and dependability

Question 27

Research indicates that a favorable ________ exchange relationship is associated with greater role clarity, higher job satisfaction, stronger organizational commitment, and more citizenship behaviors.

A) lateral
B) upward
C) downward
D) diagonal

Question 28

When the exchange relationship is favorable, behavior by the leader includes more ________.

A) close monitoring
B) domination of conversations
C) delegation
D) threats

Question 29

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

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

Question 30

A low-quality exchange relationship ________.

A) is characterized by more mutual influence
B) involves standard benefits only
C) creates certain obligations and constraints on the leader
D) creates subordinate loyalty toward the leaders

Question 31

The LMX relationship is especially likely to suffer when ________.

A) the leader values being proactive, and the follower does not
B) the follower values being proactive, and the leader does not
C) the follower sees the leader as lacking initiative
D) the leader sees the follower as possessing initiative

Question 32

________ are brief, intense reactions to an event or person, whereas ________ are longer, less intense, and are not focused on a specific event or person.

A) Moods; emotions
B) Emotions; moods
C) Affects; effects
D) Effects; affects

Question 33

A manager who has a favorable exchange relationship with ________ is more likely to establish favorable exchange relationships with ________.

A) colleagues; the boss
B) colleagues; subordinates
C) subordinates; the boss
D) the boss; subordinates

Question 34

Managers with a favorable upward relationship with their own boss were described by subordinates as all of the following EXCEPT ________.

A) having greater technical skill
B) providing more outside information
C) engaging in more autocratic decision making
D) allowing more subordinate autonomy

Question 35

A positive work group climate and a people-oriented organizational culture have been shown to be ________ related to LMX quality.

A) positively
B) negatively
C) inversely
D) in no way

Question 36

Research on LMX theory examining how LMX is related to other variables is mostly comprised of which of the following?

A) laboratory experiments
B) field experiments
C) survey field studies
D) studies using observation and analysis of communication patterns

Question 37

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

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

Question 38

How many studies have measured LMX from the perception of both the leader and the follower?

A) none
B) a small number
C) most
D) all

Question 39

A study by Nahrgang, Morgeson, and Ilies (2009) found that high scores on ________ predicted development of a more favorable exchange relationship in the early stages of a new team simulation exercise.

A) extraversion for leader and agreeableness for member
B) extraversion for member and agreeableness for leader
C) performance for both leader and member
D) extraversion and agreeableness for both leader and member

Question 40

Higher-quality leader-member relationships tend to produce positive work outcomes ________.

A) only in Eastern cultural contexts
B) regardless of cultural context
C) with benefits less pronounced in individualistic societies
D) with benefits most pronounced in collectivistic societies

Question 41

Relational attributions are those about ________.

A) the relationship itself
B) the relative positions of the leader and subordinate
C) the level of the company in which the members work
D) the relationship of the leader with peers and colleagues

Question 42

When an internal attribution is made and the problem is determined to be insufficient ability, the manager is MOST likely to respond by ________.

A) giving a reprimand
B) monitoring subordinate behavior more closely
C) finding new incentives for good performance
D) setting easier deadlines

Question 43

Low-quality exchange subordinates get more ________ when mistakes and performance difficulties occur.

A) support
B) coaching
C) resources
D) blame

Question 44

Before confronting a subordinate about a performance deficiency, it is important to gather information about all of the following EXCEPT ________.

A) timing
B) magnitude
C) scope
D) attitude

Question 45

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

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

Question 46

Which of the following is NOT a suggested way for a leader to increase a subordinate's confidence?

A) Mention the beneficial qualities that can help the person do better.
B) Describe how others overcame similar failures or setbacks.
C) Express confidence that the person will succeed.
D) Lower expectations for the person.

Question 47

Leaders who make innovative changes in the strategy (what is done or how it is done) get ________ than leaders who stick with a traditional strategy.

A) less credit for success and less blame for failure
B) less credit for success and more blame for failure
C) more credit for success and more blame for failure
D) more credit for success and less blame for failure

Question 48

Specific feedback and examples of performance deficiencies ________.

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 49

________to followers influence attributions more than ________.

A) Direct actions that are highly visible; indirect actions that are not visible
B) Indirect actions that are not visible; direct actions that are highly visible
C) Direct actions that are not visible; direct actions that are highly visible
D) Indirect actions that are highly visible; direct actions that are highly visible

Question 50

A manager who blows up, yells at the person, and makes insulting remarks ________.

A) is likely to motivate the person to improve his or her performance
B) will facilitate problem solving
C) undermines the relationship between manager and subordinate
D) is criticizing the behavior, not the person

Question 51

Which term is used when a leader automatically ascribes inadequate performance to a lack of subordinate motivation or competence?

A) attribution bias
B) relational attribution
C) ingratiation
D) exemplification

Question 52

Which is an example of a situational cause beyond the control of a subordinate?

A) failure to follow standard procedures and rules
B) failure to detect a problem before it becomes serious
C) failure to carry out a major action step on time
D) failure by outsiders to carry out their part of a project on time

Question 53

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

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 54

When an internal attribution is made and the problem is determined to be a lack of subordinate responsibility, the manager is MOST likely to respond by ________.

A) removing obstacles
B) reducing inherent difficulties
C) assigning the subordinate an easier job
D) giving a warning

Question 55

________ attributions are made for someone who occupies a high-level position with substantial prestige and power, especially in cultures where leaders are viewed as heroic figures.

A) Fewer
B) More
C) No
D) Irrelevant

Question 56

Correcting performance deficiencies ________.

A) should be avoided so subordinates' self-esteem isn't wounded
B) is an important but difficult managerial responsibility
C) cannot be accomplished without implying personal rejection
D) is not possible without lowering trust between the parties

Question 57

Part of fact finding before approaching a subordinate about a performance problem involves getting information about ________, like what led up to the problems and what was the subordinate's involvement.

A) timing
B) magnitude
C) antecedents
D) scope

Question 58

Corrective feedback is ________ if it includes an explanation of the reason why a person's behavior is inappropriate or ineffective.

A) more offensive
B) more useful
C) less practical
D) less effective

Question 59

After receiving complaints about a subordinate, when is it MOST effective to provide corrective feedback?

A) at a later time so all involved have had time to calm down
B) soon after the incident is noticed
C) before a preliminary investigation can be conducted
D) after similar incidents occur so all can be addressed at the same time

Question 60

The ________ position power a leader has, the more likely the leader will attribute effective performance by a subordinate to ________.

A) more; intrinsic motivation
B) more; extrinsic motivation
C) less; a desire to avoid punishment
D) less; a desire to gain rewards

Question 61

Which is an example of self-promotion?

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 62

Demonstrating effective behavior when you know the person is watching and doing voluntary tasks that are highly visible are examples of exemplification tactics.

Question 63

Self-promotion is an impression management tactic intended to influence the target person to like the agent.

Question 64

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.

Question 65

When an internal attribution is made, the manager is more likely to respond by trying to change the situation such as providing more resources.

Question 66

Which of the following leaders will be attributed the MOST responsibility for success or failure?

A) a leader who is seen as a figurehead
B) a leader who is viewed as a puppet
C) a leader who appears to have considerable power in deciding what to do
D) a leader who appears to have no discretion for decision making

Question 67

________ is the process of influencing how others perceive you.

A) Impression management
B) Leader-member exchange
C) Relational attribution
D) Self-management

Question 68

Which of the following is NOT a method used by leaders seeking to distort or cover up evidence that their strategy is not succeeding?

A) discounting the seriousness of the problem
B) proposing bold and innovative remedies
C) continuing with incremental approaches for dealing with the situation
D) hoping that things will get better

Question 69

An indirect form of ________ involves getting other people to talk in a positive way about your skills and loyalty.

A) exemplification
B) ingratiation
C) self-promotion
D) followership

Question 70

________ involves behavior intended to influence the target person to like the agent and perceive the agent as someone who has desirable social qualities.

A) Exemplification
B) Ingratiation
C) Self-promotion
D) Followership

Question 71

According to LMX theory, a high-exchange relationship has benefits for both the manager and employee.

Question 72

How many members of an organization have the dual roles of leader and follower, and switch back and forth between these role identities depending on the role identities claimed by the other party?

A) none
B) just a few
C) many
D) all

Question 73

Which of the following adjectives is part of Chaleff's conception of the follower?

A) conformist
B) proactive
C) weak
D) passive

Question 74

To be effective as a follower, it is necessary to implement decisions made by a leader even when they are misguided or unethical.

Question 75

Research shows that most leaders have similar relationships with each of their subordinates.

Question 76

Attribution theory describes the cognitive processes used by leaders to determine how to manage impressions

Question 77

Which tactic involves behavior intended to demonstrate dedication and loyalty to the mission, the organization, or followers?

A) exemplification
B) ingratiation
C) self-promotion
D) followership

Question 78

The basic premise of LMX theory is that leaders develop a separate exchange relationship with each subordinate as the two parties mutually define the subordinate's role.

Question 79

Implicit theories of leadership involve stereotypes and prototypes about the traits, skills, or behaviors that are relevant for a particular type of position, context or individual.

Question 80

Improving performance is LEAST likely to be credited to the leader in which of the following situations?

A) The overall economy is improving.
B) Sales are up for all firms in the industry.
C) Unfavorable new regulations are passed.
D) A new competitor enters the market.