Leadership 101 Ch. 7

When leaders and followers have good exchanges, they feel better and accomplish more, and the organization prospers.

True

Within an organizational work unit, followers become a part of the in-group or the out-group based on how well they work with the leader and how well the leader works with them.

True

Herman and Troth's findings regarding the emotional experiences described by followers in high- and low-quality LMX relationships ______ with the assertion that positive relationships benefit organizational and personal leader goals.

aligns

One strength of LMX Theory is that it directs our attention to the importance of ______ in leadership.

communication

Modern studies of LMX have shown that, while not directly caused by high-quality leader-member exchange, the practice can be linked to bolstering all of the following EXCEPT:

corporate social responsibility

Whereas in-group members do ______ things for the leader and the leader does the same for them, followers in the out-group are ______ compatible with the leader and usually just come to work, do their job, and go home.

extra; less

On limitation of LMX Theory is that its initial formulation (vertical dyad linkage theory) runs counter to the basic human value of ______.

fairness

Researchers found that ______ leader-member exchanges produced less employee turnover, more positive performance evaluations, higher frequency of promotions, greater organizational commitment, more desirable work assignments, better job attitudes, more attention and support from the leader, greater participation, and faster career progress over 25 years.

high-quality

Hill, Kang, and Seo studied the role of electronic communication in employee empowerment and work outcomes and found that ______ degree of electronic communication between leaders and followers resulted in more positive leader-member relationships.

higher

Kara scheduled some time with her boss to talk about her feeling that she is not be challenged in her work environment, which is the main reason she has recently been performing at the minimum level for her job expectations. She wants to take on some extra responsibilities around the office to broaden her horizons and improve her chances of moving up. Kara is working toward becoming part of the ______.

in-group

Leader-member exchange theory states that followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the ______.

in-group

In early studies, researchers found two general types of linkages or relationships between leaders and their work units: those that were based on expanded and negotiated role responsibilities (extra-roles), which were called the ______, and those that were based on the formal employment contract (defined roles), which were called the ______.

in-group, out-group

Kelly has spent her first month as the director of her office determining which employees are part of the in-group and which are part of the out-group. Next, she strives to develop high-quality exchanges with all of her employees and tries to make all of them feel as if he or she is a part of the in-group. Kelly is engaging in which approach?

leadership-making

Which of these is defined as a prescriptive approach to leadership emphasizing that leaders should develop high-quality exchanges with all of their followers rather than just a few?

leadership-making

Whereas the initial studies of LMX theory addressed primarily the nature of the differences between in-groups and out-groups, a subsequent line of research addressed how this theory was related to ______.

organizational effectiveness

Larry comes to work and operates strictly within his prescribed organizational role, always doing what is required of him but nothing more. Larry is most likely part of which group?

out-group

Leader-member exchange theory states that if followers are not interested in taking on new and different job responsibilities, they become a part of the ______.

out-group

In the first studies of exchange theory, a leader's relationship to the work unit as a whole was viewed as a series of ______ linkages.

vertical

Gretchen and Russell have worked together for a year, and the more they interact, the greater their trust and respect for each other becomes. Which phase of leadership making are the pair engaging in?

Acquaintance

In general, leadership making promotes partnerships in which the leader tries to build effective dyads with followers in the in-group.

False

Whereas the initial studies of this theory addressed primarily the nature of the differences between in-groups and out-groups, a subsequent line of research addressed how LMX theory was related to organizational culture

False

Followers with expanded and negotiated role responsibilities

In-group members

A leadership approach that makes the dyadic relationship between leaders and followers the focal point of the leadership process

Leader-member exchange theory

A prescriptive approach to leadership emphasizing that leaders should develop high-quality exchanges with all of their followers; this approach has three phases

Leadership making

Alan and Jacob have worked together for a decade, and they maintain a high degree of mutual trust, respect, and obligation toward each other. Which phase of leadership making are the pair engaging in?

Mature patnership

Followers who fulfill defined responsibilities but do not take on extra responsibilities

Out-group members

Michael hired Sylvia as a new employee in his department. So far, their interactions have occurred only within prescribed organizational roles, as Michael helps Sylvia with the human resources onboarding processes. Which phase of leadership making are the pair engaging in?

Stranger

The second phase of the leadership making process, when dyads shift away from interactions that are governed strictly by job descriptions and defined roles, and move toward new ways of relating

The acquaintance phase

The third and final phase of the leadership making process , marked by high-quality leader-member exchanges, when leaders and followers generally have a high degree of mutual trust, respect, and obligation toward each other

The mature partnership phase

The first phase of the leadership making process, when the interactions in the leader-follower dyad generally are rule-bound, relying heavily on contractual relationships

The stranger phase

Leader-member exchange (LMX) theory takes still another approach and conceptualizes leadership as a process that is centered on the interactions between leaders and followers.

True

The benefits for employees who develop high-quality leader-member relationships include preferential treatment, increased job-related communication, ample access to supervisors, and increased performance-related feedback.

True