In vertical Dyadic Linkage Theory leaders mostly use position power to influence

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Dyadic refers to the individualized relationship between a leader and each follower in a work unit.

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Team building is the third stage of evolution in the dyadic approach.

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Central to LMX theory is the notion of “support for self-worth” that one individual provides for another.

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The in-group includes followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence.

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The out-group includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, loyalty, and influence.

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Leaders mostly use reward, legitimate, and coercive power to influence out-group members.

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The underlying assumption of LMX theory is that leaders or superiors have limited amounts of social, personal, and organizational resources, and as a result tend to distribute them among followers selectively

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Leaders should aspire to build relationships with all group members, not just a few special individuals.

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The emphasis of team building is on how a leader might forge a partnership with each follower without alienating anyone.

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The concept of social exchange is used to describe group members’ social relationships within and outside their groups and how these relationships affect group effectiveness.

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When leaders are trained to develop and nurture high-quality relationships with all of their followers, the results on follower performance are dramatic.

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A networks-oriented perspective focuses on how the quality of the LMX relationship affects followers at the interpersonal, group, and organizational levels.

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The basis for establishing a deeper exchange relationship with in-group members is the leader’s control over outcomes that are desirable to the followers.

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Researchers have identified two kinds of motives associated with follower feedback-seeking behavior: performance-driven motive and self-promotion-driven motive.

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Ingratiation is the effort to appear supportive, appreciative, and respectful.

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During the third stage of developing positive LMX relations, mutual trust, loyalty, and respect begin to develop between leader and follower.

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Relationships that do not mature beyond the second stage of developing positive LMX relations
may deteriorate and remain at the level of an out-group.

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The three determining factors of high-quality LMX relationships include follower attributes, leader and follower perceptions of each other, and situational factors.

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The difference between contingency theories and LMX is that while the former emphasizes how a good employee facilitates leader job performance, the latter emphasizes how a good leader facilitates employee job performance.

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Situational factors refer to random or planned events that provide the opportunity for leaders to evaluate a follower’s work ethic or character.

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Effective leaders prefer to use position or reward power to effect positive change in followers.

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During a feedback session, a leader should explain the negative impact of the ineffective behavior and suggest remedies.

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A major advantage of LMX theory is its ease of measurement.

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The LMX-7 scale is the most commonly used instrument for defining and measuring the quality of relationships.

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The LMX-7 scale is preferred for defining and measuring the quality of relationships because it
measures both vertical dyad linkages and social exchanges.

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The Pygmalion effect occurs when selected group members demonstrate loyalty, commitment, dedication, and trust, and as a result, win the liking of superiors who subsequently give them higher performance ratings.

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Ingratiation refers to the behavior of followers that results from the leader–follower influence relationship.

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The conformist follower is someone who is low on involvement yet is high on critical thinking.

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Effective followers have the courage to initiate change and put themselves at risk or in conflict with others, even their leaders.

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Pragmatic followers are often known to “play political games.”

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When challenging a leader’s flawed plans and proposals, it is important for the follower to pinpoint specifics rather than vague generalities.

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The three determining factors that have been found to distinguish influential followers from their peers are: follower’s relative power position, locus of control, and education and experience.

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People with an internal locus of control believe that they are “masters of their own destiny” and
can influence people and events in their workplace.

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People who believe they are “pawns of fate” have an internal locus of control and believe they have no influence or control at work.

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Differences in the level of education and experience can impact the relationship among followers, and between leaders and followers.

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Today’s workers are far more educated, mobile, diverse, and younger than the workforce of 20 years ago.

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Delegating refers to telling employees to perform the tasks that are part of their job design.

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You can delegate responsibility and accountability, but not authority.

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Technical matters and confidential activities are things that should not be delegated.

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Before setting objectives that define responsibility, level of authority, and deadline, you should explain the need for delegating and the reasons for selecting the employee.

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Support for self-worth is defined as:a. paying attention to the follower’s feelings and needs.b. building the follower’s confidence in his or her ability, integrity, and motivation.c. a leader’s support for a follower’s actions and ideas.
d. all of the answers are correct

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Which of the following is NOT one of the four stages of evolution in the dyadic approach?a. horizontal dyadic linkage theoryb. leader–member exchange theory (LMX)c. team building
d. systems and networks

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Which of the following statements best describes the vertical dyadic linkage theory?a. The focus is on the quality of each dyad.b. Leaders aspire to build positive relationships with all followers.c. Linkages among peers are disavowed.
d. Leader–follower interactions create in-groups and out-groups.

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A manager applied leadership theory to the way that he directed the organization, and found some improvement in organizational performance. The manager noticed how some individuals seemed to flourish and perform better than others, and began to evaluate his own relationships with the individuals, rather than just the way he led the organization “in general.” The manager’s new concern would be an example of applied:a. systems and networks theory.b. vertical dyad linkage theory.c. social capital.
d. external locus of control.

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Leaders primarily use __________ power to influence members of the in-group.a. expertb. referentc. reward
d. all of the answers are correct

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Leaders mostly use all of the following types of power to influence out-group members EXCEPT:a. legitimate power.b. referent power.c. reward power.
d. coercive power.

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Leaders mostly use all of the following types of power to influence out-group members EXCEPT: a. legitimate power. b. referent power. c. reward power. d. coercive power.

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The higher the quality of an LMX relationship,a. the higher the performance of the organization.b. the more successful the manager.c. the more resources that the follower receives.
d. all of the answers are correct

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Low-quality LMX relationships are characterized by:a. little or no involvement in decision making.b. less support.c. more formal supervision.
d. all of the answers are correct

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To build a real team, the leader should:a. make sure everyone is competent.b. use the in-group to help.c. form a relationship with each member.
d. know follower expectations.

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The concept of __________ is used to describe group members’ social relationships within andoutside their groups and how these relationships affect group effectiveness.a. group interactionb. social exchangec. social capital
d. ingratiation

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A systems-oriented perspective focuses on how the quality of the LMX relationship affects followers at the __________ level.a. organizationalb. groupc. interpersonal
d. all of the answers are correct

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Which of the following statements regarding in-groups and out-groups is NOT true?a. In-group followers routinely receive higher performance ratings than out-group followers.b. In-group followers do not require as much attention as out-group followers.c. In-group followers give more positive ratings when evaluating organizational climate thanout-group followers.
d. Out-group followers routinely show higher levels of turnover than in-group followers.

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An organization faced a sudden crisis as it found that a major client was considering dropping the organization’s services. A new employee agreed to work through the weekend in order to provide the client with improved services as leadership worked to save the relationship. What is a likely result of this episode?a. The employee will get a raise.b. The employee will get more opportunities for responsibility.c. Leadership will boast about the employee to the client.
d. none of the answers are correct

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__________ is a follower’s effort to project a favorable image to gain an immediate benefit or improve a long-term relationship with the leader.a. Ingratiationb. Impressions managementc. Self-promotion
d. Politicking

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During the second stage of the process for developing positive LMX relations,:a. exchange based on self-interest is transformed into mutual commitment to the mission and objectives of the work unit.b. impressions management by the follower plays a critical role in influencing how the leader perceives him or her.c. mutual trust, loyalty, and respect begin to develop between leader and follower.
d. the roles between leader and follower have reached maturity.

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All of the following are factors that determine LMX quality EXCEPT:a. follower attributes.b. situational factors.c. organizational culture.
d. leader and follower perceptions of each other.

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A manager asking a new employee to do something beyond what the formal employment agreement calls for so the manager can gauge the employee’s reaction is an example of:a. organizational citizenship behavior.b. a situational factor.c. self-promotion.
d. vertical dyadic linkage theory.

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Effective leader–follower feedback for poor performance will have the effect of:a. getting the follower to better understand LMX and how it can boost performance.b. making the leader and follower have greater mutual affection for one another than they didbefore.c. pinpointing the undesired behavior while sustaining the follower’s self-confidence.
d. all of the answers are correct

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As a guideline for effective leader feedback, during the post-feedback session the leader should do all of the following EXCEPT:a. conduct a performance evaluation on the employee.b. show desire to be of help to the follower.c. build the follower’s self-confidence.
d. follow up to ensure implementation of the action steps.

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The most commonly used instrument for defining and measuring the quality of relationships is the:a. Myers–Briggs scale.b. personality profile.c. LMX-7 scale.
d. VDL instrument.

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Instruments used for measuring LMX:a. typically measure vertical dyad linkages along with social exchanges.b. tend to measure LMX from the perception of the follower rather than the leader.c. have firmly established the close similarity between leader and follower perceptions.
d. none of the answers are correct

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The Pygmalion effect occurs when followers demonstrate all of the following EXCEPT:a. loyalty.b. high self-concept.c. commitment.
d. trust.

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One possible approach to minimizing the bias in LMX relationship is to:a. use a different instrument to measure the quality of the relationship other than the LMX-7scale.b. train and encourage leaders to maintain high-quality LMX relationships with all followers,not just a few.c. promote those who consistently score high in their performance evaluations.
d. pay less attention to in-group members and more attention to out-group members.

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In order to determine the type of followership in the Kelley model that a subordinate displays, which of the following would be most helpful?a. whether the subordinate “has a mind of her own” and whether she puts a lot of energy intothe organizationb. whether the subordinate has vertical dyadic linkages and whether she is in the out-groupc. whether the subordinate is committed to the organization and whether she displaysingratiating behavior
d. all of the answers are correct

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The __________ follower is someone who is high on involvement but low on critical thinking.a. alienated b. conformist c. passive
d. pragmatic

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Authoritarian leaders prefer __________ followers. a. passive
b. pragmatic c. alienated d. conformist

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The __________ follower is someone who is neither high on critical thinking nor involvement. a. alienatedb. conformist c. passive
d. pragmatic

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The __________ follower is someone who is high on critical thinking and involvement. a. alienated
b. conformist c. effective d. pragmatic

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The type of follower who reveals the greatest range of behaviors is the:a. isolate.b. effective follower.c. pragmatic follower.
d. conformist follower.

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Which of the following is NOT one of the guidelines to becoming an effective follower?a. offer support to leaderb. play counseling and coaching roles to leader when appropriatec. show appreciation
d. avoid negative feedback

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When challenging a leader’s flawed plans and proposals, it is important for the follower to:a. pinpoint specifics.b. personalize the critique.c. provide both positive and negative feedback.
d. ask for suggestions.

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Effective followers:a. resist inappropriate influence from the leader.b. have external locus of control.c. need only clarity of expectations, not influence, from their leaders.
d. are conscientious to respond positively to their leader’s influence.

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Follower influencing characteristics include all of the following EXCEPT:a. power position.b. gender and status.c. locus of control.
d. education and experience.

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Which of the following is a determinant of follower influence?a. relative power positionb. locus of controlc. education and experience
d. all of the answers are correct

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People with a(n) __________ locus of control believe that they are “masters of their own destiny” and can influence people and events in their workplace.a. internalb. externalc. neutral
d. optimal

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When a follower has frequent conflict with her boss, and the leadership style that the boss exhibitsis directive, this is evidence that:a. the follower has an internal locus of control.b. the leader has an external locus of control.c. feedback is rarely given by the leader.
d. the follower is in the in-group.

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Which of the following has resulted from the globalization of the work environment?a. an increasing proportion of workers in out-groupsb. a preference for a more decentralized, participative style of managementc. more employees with an external locus of control
d. a decreasing need for delegation

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__________ is the process of assigning responsibility and authority for accomplishing objectives. a. Mentoring
b. Coaching c. Delegation d. Instruction

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Leaders who have difficulty meeting deadlines and who take work home from the job are showing signs of:a. having optimal stress levels.b. participative management.c. delegating too little.
d. directive leadership.

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Possibilities of what to delegate include all of the following EXCEPT: a. reports.b. scheduling. c. letters.
d. disciplining.

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Possibilities of what not to delegate include all of the following EXCEPT:a. performance appraisals.b. counseling.c. resolving conflicts.
d. scheduling.

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Which of the following should NOT be delegated?a. paperworkb. personnel issuesc. routine tasks
d. employees’ problems

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Which of the following is NOT one of the steps of the delegation model?a. develop a planb. explain the need for delegating and the reasons for selecting the employeec. seek feedback from employees
d. establish control checkpoints and hold employees accountable

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