Deck 8: Transformational Leadership

Question 1

Which theory of leadership suggests that it is important to recognize the existence of in-groups and out-groups within an organization?

A) Path-goal theory
B) Contingency theory
C) Servant leadership
D) Leader-member exchange theory

Answer 1

D

Question 2

The mature partnership phase is not characterized by

A) Tasks
B) Respect
C) Reciprocity
D) Transformational relationships

Answer 2

A

Question 3

Which of the following statements about LMX theory are false?

A) LMX theory describes and prescribes leadership.
B) LMX theory makes the concept of the dyadic relationship the centerpiece of the leadership process.
C) The theory of LMX and its basic ideas have been fully developed.
D) The theory of LMX may create inequalities.

Answer 3

C

Question 4

What is a key predictor of relationship quality for both leaders and followers?

A) Extraversion
B) Performance
C) Agreeableness
D) Trust
E) Participation

Question 5

You have been working at your job for over a year. Your boss starts offering you new assignments with weekly meetings attached in order to exchange valuable information regarding the tasks. The result is your boss and yourself are able to redefine your working relationship and find new ways of relating. According to the LMX theory, you are now in a _____ role.

A) Tested
B) Low quality
C) Scripted
D) Negotiated
E) Mixed

Question 6

Which of the following is not a disadvantage of LMX theory?

A) It runs counter to the human value of fairness.
B) It discriminates against some subordinates.
C) It directs our attention to the importance of the leader-member dyad.
D) It supports the advantage of privileged groups in the workplace.

Question 7

Which of the following is not a subordinate benefit of high LMX?

A) Increased performance-related feedback
B) Increased job-related communication
C) Increased relational communication
D) Ample access to supervisors
E) Preferential treatment

Question 8

Which of the following leadership theories emphasizes the specific relationship between the leader and each subordinate?

A) Transformational leadership theory
B) Contingency theory
C) Path-goal theory
D) Situational leadership theory
E) Leader-member exchange theory

Question 9

More than 30 years ago, LMX theory appeared under the title of

A) Group classification theory.
B) Vertical dyad linkage theory.
C) Didactic linkage theory.
D) Vertical linkage theory.

Question 10

During the stranger phase of leadership making, the roles are

A) Scripted.
B) Tested.
C) Negotiated.
D) Implied.

Question 11

All of the following are characteristics of out-group members except

A) Defined roles
B) Non-negotiating behavior
C) Innovative ideas
D) Operate strictly within role
E) Low confidence

Question 12

During the early phases of leadership making, leaders look for what qualities in followers?

A) Agreeableness and cooperation
B) Good humor and intelligence
C) Enthusiasm and participation
D) Pleasantness and trustworthiness
E) Motivation and performance

Question 13

Leader-member exchange theory directs our attention to the importance of communication in leadership by

A) Highlighting the need to create mutual trust, respect, and commitment.
B) Catering to the needs of the leader over those of the followers.
C) Developing methods of higher efficiency.
D) Promoting an atmosphere of effectual techniques.

Question 14

Which of these is listed as a being a contributing factor to the creation of out-group members?

A) Effectiveness
B) Ability to take direction
C) Leadership style
D) Personality

Question 15

Which of the following scholars concerned themselves with in-groups and out-groups?

A) Stogdill
B) Mathews and Mitchell
C) Townsend
D) Zaccaro
E) Graen and Uhl-Bien

Question 16

According to Harris, Wheeler, and Kacmar, what moderates the impact of leader-member exchange on job outcomes?

A) Empowerment
B) Enthusiasm
C) Cooperation
D) Amount of experience
E) Ability to take direction

Question 17

Which of the following is not a criticism of leader-member exchange theory?

A) LMX gives the appearance of discrimination against the out-group.
B) LMX does not elaborate on how one gains access to the in-group.
C) Leader-member exchange is often studied in isolation, making varied factors influence the results.
D) Leader-member exchange definitely creates inequalities.

Question 18

During the acquaintance phase of leadership making, subordinates tend to focus

A) Less on their own self-interests
B) Mostly on their own self-interests
C) Less on the group's interests
D) Mostly on the group's interests
E) On both their own and the group's interests

Question 19

In the early stages of leader-member relationship development, leaders look for followers who exhibit all of the following except

A) Enthusiasm
B) Agreeableness
C) Participation
D) Gregariousness
E) Extraversion

Question 20

According to early leader-member exchange (LMX) theory, which of the following is false?

A) The out-group has less influence with the leader than does the in-group.
B) The leader usually expects extra duties from out-group members.
C) In-group members are chosen on the basis of compatibility with the leader.
D) Out-group members may not want to be in-group members.

Question 21

The acronym VDL stands for variation dependent leadership.

Question 22

During the partner phase of leadership, making the leader and subordinate have reciprocal influence on each other.

Question 23

A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes.

Question 24

According to Graen and Uhl-Bien, leadership making develops progressively over time in how many phases?

A) 4
B) 3
C) 6
D) 5

Question 25

LMX can be criticized for failing to fully explain the way high-quality leader-member exchanges are created.

Question 26

Later studies of LMX showed that high-quality relationships between leaders and subordinates produced less employee turnover.

Question 27

In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges.

Question 28

The problem with the LMX approach is that it gives little attention to the importance of communication in leadership.

Question 29

Questions have been raised about the measurement of leader-member exchanges in LMX theory for all of the following reasons except

A) No empirical studies have used dyadic measure to analyze the LMX process.
B) Leader-member exchanges have been measured with differing versions of scales.
C) Results of the studies are not always directly comparable.
D) The researchers conducting the studies have had questionable credentials.

Question 30

Before LMX theory, researchers treated leadership as something

A) Leaders did toward all of their followers.
B) Present within the individual actions of the followers.
C) Existing between the leader and each of his or her followers.
D) As an exclusively two-way, one-dimensional form of communication.

Question 31

LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style.

Question 32

Studies have shown that high LMX has a direct impact on employee creativity.

Question 33

In LMX theory, the dyadic relationship is the focal point of the leadership process.

Question 34

Personality and other personal characteristics are unrelated to the process of how in-groups are formed.

Question 35

Which of the following is not a reason subordinates become part of the in-group?

A) How well they work with the leader
B) How well the leader works with them
C) The amount of interest they show toward negotiating with the leader
D) Willingness to stay within job and task guidelines

Question 36

In LMX theory, leadership making suggests that leaders help everyone to be in the in-group.

Question 37

During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality.

Question 38

In-group relationships are based on the formal employment contract (defined roles).

Question 39

Subordinates in the out-group receive more information and concern from their leaders than do in-group members.

Question 40

During the early phases of leadership making, a key predictor of relationship quality for both leaders and followers is follower performance.

Question 41

Briefly describe the three stages of LMX theory development.

Question 42

What is the relationship between LMX and employee empowerment?

Question 43

What is the benefit to the leader of having a high quality relationship with employees?

Question 44

What are the advantages of studying group leadership from a dyadic perspective?

Question 45

LMX theory assumes that improved exchanges between leaders and followers are desirable. When might a subordinate not want "improved career-oriented social exchanges" with a leader?