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Question 1 When there is a high LMX relationship, the leader is…
Question 1 When there is a high LMX relationship, the leader is more likely to
Group of answer choices
a. give the subordinate easy assignments to do
b. monitor the subordinate’s performance frequently
c. provide detailed instructions to the subordinate
d. understand the subordinate’s problems and needs
Question 2 A supervisor is more likely to attribute a subordinate’s mistake to an external cause if he or she
Group of answer choices
a. the supervisor is not dependent on the subordinate
b. has made a serious, harmful mistake
c. apologizes and tries to explain what happened
d. has a prior history of poor performance
Question 3 In leader-member exchange theory, subordinates believe they are members of the “in group” when the supervisor _______, while the supervisor perceives a subordinate to be in the “in group” when the subordinate _______.
Group of answer choices
a. is coercive / is loyal
b. closely monitors and mentors / needs more coaching
c. is supportive and fair / is competent and dependable
d. delegates / competes with the supervisor
Question 4 Studies on how managers perceive poor performance by a subordinate find that managers are most likely to
Group of answer choices
a. attribute the cause of the subordinate’s failure to internal factors such as motivation or ability
b. make fairly accurate assessments of the cause of the subordinate’s poor performance
c. attribute the cause of the subordinate’s failure to external factors such as insufficient resources
d. attribute the cause of the subordinate’s failure to unpredictable factors such as bad luck or random events
Question 5 Which of the following is a recommended guideline for correcting a subordinate’s performance deficiencies?
Group of answer choices
a. tell the subordinate not to be defensive when receiving constructive feedback
b. threaten to fire the subordinate unless performance improves (verbal warning)
c. explain why the subordinate’s behavior is causing problems for others
d. explain that the subordinate needs to become more motivated to succeed
Question 6 Hogg found that leaders who possess “prototypicality” tend to
Group of answer choices
a. achieve greater results
b. be similar to the followers in values and beliefs
c. be liked more by the followers who are less committed to the organization
d. not be as liked by the followers as leaders who possesses “post typically”
Question 7 An employee who volunteers to stay late and do extra work is using which form of impression management?
Group of answer choices
a. ingratiation
b. self-promotion
c. exemplification
d.modeling
Question 8 Which of the following is a cognitive strategy for self-management?
Group of answer choices
a. self-reward
b. goal setting
c. positive self-talk
d. self-monitoring
Question 9 In Hollander’s (1958) theory of emergent leadership, a group member can build up their idiosyncratic credits by
Group of answer choices
a. conforming to group’s norms
b. engaging in idiosyncratic behaviors
c. deviating from the common expectancies of the group
d. failing to demonstrate any competencies that are valued by the group
Question 10 In Hollander’s (1958) theory of emergent leadership, a person can enhance their leadership status by
Group of answer choices
a. persuading the group to change its norms to the satisfaction of the group
b. punishing members who do not conform to group norms
c. placing more emphasis on beta value behaviors and less emphasis on alpha value behaviors
Question 11 In Hogg’s (2001) Social Identity Theory of Leadership, people in the in-group tend to view members of the out-group not as unique, multifaceted individuals but as stereotypes of the out-group prototype. This process is called _______ and it might explain some of the divisiveness in American politics these days.
Group of answer choices
a. anti-typicality
b. social revulsion
c. self-identity
d. depersonalization
Question 12 In Hogg’s (2001) Social Identity Theory of Leadership, leaders possess great power to influence followers. There are three reasons leaders are granted these powers by followers. Which of the following is NOT one?
Group of answer choices
a. the leader uses their attractiveness to influence members to comply with their requests, ideas, and wishes
b. because of the fundamental attribution error, followers attribute the leader’s influence to underlying dispositions, such as great leadership abilities
c. the leader is the most prototypical member of the group
d. leaders tend to possess more charisma than the typical group member
Question 13 According to Hogg (2001), a leader may lose influence and be replaced if
Group of answer choices
a. the contexts changes and they become less prototypical
b. they divide the in-group membership into pure (very prototypical) vs. less pure (not as prototypical) members
c. all of the other answers are ways a leader may lose their grip on power
d. they start attacking members who want to contend for the leadership position
Question 14 According to Hogg (2001), a group can become more extreme (cultish) to the extent that members need to enhance _______ and reduce _______.
Group of answer choices
a. their own sense of empowerment / the distance between them and their leader
b. diversity / intragroup conflict
c. recruitment of new members / the difficulty of joining the group
d. their sense of self / their sense of uncertainty
