QUESTION 1

1. The leadership-making model is ______.

	a.	prescriptive
	b.	unscripted
	c.	descriptive
	d.	transactional

6.667 points

QUESTION 2

1. Later studies of LMX found that high-quality relationships between leaders and subordinates produced higher follower commitment and less employee turnover.

True

False

6.667 points

QUESTION 3

1. During the first phase of leadership development, marked by the stranger phase, the interactions within the leader-subordinate dyad are generally low quality.

True

False

6.667 points

QUESTION 4

1. The dyadic relationship in LMX is ______.

	a.	prescriptive
	b.	descriptive
	c.	unscripted
	d.	both descriptive and prescriptive

6.667 points

QUESTION 5

1. In-group members ______.

	a.	do their jobs and nothing more
	b.	are focused on themselves rather than the team
	c.	get more information from leaders
	d.	have low-quality leader-member exchanges

6.667 points

QUESTION 6

1. A strength of LMX is its focus on effective communication and its central role in high-quality leader-follower relationships.

True

False

6.667 points

QUESTION 7

1. Later LMX studies were interested in examining which process?

	a.	how followers created a locus of control
	b.	how leaders managed emotions in work settings
	c.	how followers managed in-group/out-group membership
	d.	how leader-member exchanges led to positive organizational outcomes

6.667 points

QUESTION 8

1. Recent studies of LMX have found that the quality of leader-member exchanges matters most to employees who feel empowered in the organization.

True

False

6.667 points

QUESTION 9

1. During the acquaintance phase of leadership development, dyads are characterized by what behaviors?

	a.	cooperation and intelligence
	b.	agreeableness and good humor
	c.	enthusiasm and creativity
	d.	growing trust and respect

6.667 points

QUESTION 10

1. According to LMX theory, emotions have little to no impact on the quality of leader-member relationships.

True

False

6.667 points

QUESTION 11

1. How would you summarize the findings from the later studies of LMX?

	a.	high-quality leader-member exchanges foster positive job outcomes
	b.	citizenship behaviors and LMX are not correlated
	c.	leader empowerment leads to higher job outcomes
	d.	all employees are in the in-group to some degree

6.667 points

QUESTION 12

1. Newer research of LMX has found that a high degree of electronic communication between leaders and followers results in more frequent conflict and lower job satisfaction.

True

False

6.667 points

QUESTION 13

1. Which of the following is a subordinate benefit of high LMX?

	a.	increased task requirements
	b.	preferential treatment
	c.	social interaction outside of the work setting
	d.	reduced feedback from supervisors

6.667 points

QUESTION 14

1. The later LMX studies shifted focus from describing in- and out-groups to focusing on how LMX ______.

	a.	mirrors servant leadership
	b.	relates to follower skill development
	c.	assesses leader behaviors
	d.	relates to organizational effectiveness

6.667 points

QUESTION 15

1. Which is a strength of LMX?

	a.	It assesses the human value of fairness and equity in the work setting.
	b.	Research substantiates how LMX is useful in developing effective leader skills.
	c.	It examines leader styles and how they shape LMX relationships.
	d.	It focuses on communication and interactions between leaders and followers.