The leader-member exchange theory argues that: Show A. new relationships between leaders and members are typically marked by a role taking phase. B. most leaders can judge their performance by referring to the number of companies they have created. C. leader traits holds more practical relevance than leader actions. D. the correlations of the trait-leadership magnitude are strong. E. organizations should limit leader-member exchanges to maximize organizational productivity. A. new relationships between leaders and members are typically marked by a role taking phase. During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his/her job behaviors? A. Role taking B. Role selling C. Role designing D. Role making E. Readiness A. Role taking During the _____ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader. A. role taking B. role selling C. participating D. role making E. role allocating D. role making The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort. A. role taking B. role selling C. participating D. role making E. role allocating D. role making According to the leader-member exchange theory, the two general types of leader-member dyads are: A. role taking exchange and role selling exchange. B. high-quality exchange and low-quality exchange. C. intrinsic and extrinsic. D. role making and role selling. E. participating exchange and observing exchange. B. high-quality exchange and low-quality exchange. In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention. A. participating B. low-quality C. intrinsic D. high-quality E. extrinsic D. high-quality In the leader-member exchange theory, the low-quality exchange dyad forms the leader's: A. outgroup. B. internal attributes. C. ingroup. D. levels of mutual trust. E. obligations. A. outgroup. The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads refers to: A. out-group readiness. B. leader effectiveness. C. leader emergence. D. leader focus. E. individualized consideration. B. leader effectiveness. _____ suggest that leaders are born, not made. A. Leader-member exchange theories B. Ohio State studies of leadership C. Transformational theories of leadership D. Contingent theory of leadership E. Great person theories of leadership E. Great person theories of leadership _____ refers to the notion of who becomes a leader rather than how well people do in a leadership role. A. Leader efficiency B. Leader effectiveness C. Leader emergence D. Leader substitution E. Leader efficacy C. Leader emergence Which of the following refers to how well people actually do in a leadership role? A. Leader personality B. Leader effectiveness C. Leader emergence D. Leader perception E. Leader characteristic B. Leader effectiveness Which of the following characteristics is most closely related to leader effectiveness? A. Low agreeableness B. High conscientiousness C. High introversion D. Low neuroticism E. High openness to experience E. High openness to experience A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem. A. operational efficiency B. day-to-day behavior C. Decision-making style D. emergence style E. operational style C. Decision-making style Which of the following decision-making styles is characterized by the highest level of leader control? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Supportive B. Autocratic Which of the following decision-making styles is characterized by the highest level of follower control? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative C. Delegative Percy has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Percy makes use of the _____ style of decision making. A. autocratic B. consultative C. transformational D. participative E. delegative A. autocratic Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Pauline. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the _____ style of leader decision making. A. autocratic B. consultative C. facilitative D. participative E. transactional B. consultative With a(n) _____ decision-making style, employees have a say in the decision making process but the ultimate authority still rests with the leader. A. delegative B. directive C. consultative D. facilitative E. autocratic C. consultative Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He would present the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Ted is displaying? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative D. Facilitative Robert has been newly appointed as the CEO of Textronics Inc. He is still learning how various departments function in the organization. In such a situation, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to, till the time he is able to gain sufficient knowledge and can suggest some more feasible changes. He does not generally interfere in the decisions made by the employees but at times shares his past experiences with the employees. It can be said that Robert had adopted a(n) _____ style of decision-making. A. autocratic B. participative C. consultative D. delegative E. negotiative D. delegative Which of the following is the style of decision making where the leader plays no role in deliberations unless asked? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Directive C. Delegative There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the: A. number of people involved in decision making. B. quality of the resulting decision. C. number of opinions obtained for making the decision. D. the style of decision-making. E. the number of different ideas generated during the process. B. quality of the resulting decision. Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the
decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. A. consultative B. autocratic C. delegative D. facilitative E. directive A. consultative Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Identify the decision-making style that Brittney is using. A. Consultative B. Autocratic C. Delegative D. Facilitative E. Directive C. Delegative Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Which of the following is the decision making style that Nicole is displaying? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative B. Autocratic Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions.
Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. A. consultative B. autocratic C. delegative D. facilitative E. directive D. facilitative Which of the following factors is included in the time-driven model of leadership? A. Intellectual stimulation B. Shared objectives C. Idealized influence D. Individual personality E. Contingent rewards B. Shared objectives In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where employee commitment is unimportant or when the leader's expertise is high and the leader is trusted? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Supportive B. Autocratic In the time-driven model of leadership, which style is reserved for circumstances in which employees have strong teamwork skills and are not likely to just commit to whatever decision the leader makes? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative C. Delegative In the time-driven model of leadership, which leadership style seems to be overused by managers? A. Autocratic B. Consultative C. Delegative D. Facilitative E. Negotiative B. Consultative Which of the following reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment? A. Initiating structure B. Delegative structure C. Consideration structure D. Participative structure E. Transformational structure A. Initiating structure _____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings. A. Transformation B. Delegating C. Consideration D. Participation E. Initiating structure C. Consideration Joey, the manager of Tarts Inc., has always been supportive toward the employees and used to understand their feelings. In most occasions, he overlooked their mistakes and gave them opportunities to develop a friendly atmosphere in office. He often took their work in order to reduce their burden. Joey would score high on: A. initiating structure. B. intermediation. C. consideration. D. directive behavior. E. transactional leadership. C. consideration. Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on: A. initiating structure. B. autocratic leadership. C. consideration. D. managerial control. E. discipline. C. consideration. Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior? A. Representation B. Integration C. Recognition D. Organization E. Membership D. Organization Which of the following theories is known as the situational model of leadership? A. Ohio State Studies B. University of Michigan Studies C. Life cycle theory of leadership D. Time-driven model of leadership E. Herzberg's two-factor theory C. Life cycle theory of leadership The life cycle theory of leadership argues that the optimal combination of initiating structure and consideration depends on the _____ of the employees in the work unit. A. integration B. personality C. organization D. readiness E. decision-making style D. readiness _____ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks. A. Integration B. Effectiveness C. Efficiency D. Readiness E. Emergence D. Readiness According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but lack the experience and confidence needed to perform their roles are at which level of readiness? A. R1 B. R2 C. R3 D. R4 E. R5 A. R1 According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and low consideration. A. telling B. selling C. participating D. delegating E. performing A. telling According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and high consideration. A. telling B. selling C. participating D. delegating E. performing B. selling According to the life cycle theory of leadership, participating leader behavior comprises _____ initiating structure and _____ consideration. A. moderate; low B. low; high C. low; low D. high; high E. moderate; moderate B. low; high Which of the following leader behaviors is characterized by low initiating structure and low consideration? A. Telling B. Selling C. Delegating D. Participating E. Transforming C. Delegating According to the life cycle theory of leadership, the optimal combination of leader behavior in the R2 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating C. selling According to the life cycle theory of leadership, the optimal combination of leader behavior in the R3 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating D. participating According to the life cycle theory of leadership, the optimal combination of leader behavior in the R4 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating A. delegating In the _____ leader behavior the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees. A. delegating B. telling C. selling D. participating E. negotiating C. selling Which of the following styles represents avoidance of leadership altogether? A. Passive management-by-exception B. Contingent reward transactional leadership C. Laissez-faire leadership D. Active management-by-exception E. Transformational leadership C. Laissez-faire leadership In case of _____, the leader avoids getting involved when important issues arise and leader's power goes unutilized. A. passive management-by-exception B. transactional leadership C. laissez-faire leadership D. active management-by-exception E. transformational leadership C. laissez-faire leadership John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his employees and then takes corrective action as necessary. Which of the following is John's style of leadership? A. Passive management-by-exception B. Transactional leadership C. Laissez-Faire D. Contingent reward E. Transformational leadership A. Passive management-by-exception Sally believes that if there are no actions needed until she receives complaints about someone's performance. Which of the following styles of leadership is Sally following? A. Laissez-faire leadership B. Transactional leadership C. Passive management-by-exception D. Contingent reward E. Transformational leadership C. Passive management-by-exception With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required. A. laissez-faire leadership B. contingent reward leadership C. passive management-by-exception D. active management-by-exception E. transformational leadership D. active management-by-exception Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case? A. Laissez-faire B. Contingent reward C. Passive management-by-exception D. Active management-by-exception E. Transformational B. Contingent reward Which of the following represents the carrot-and-stick approach to leadership? A. Laissez-faire leadership B. Passive-avoidant leadership C. Transactional leadership D. Charismatic leadership E. Transformational leadership C. Transactional leadership _____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration D. Intellectual stimulation _____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration E. Individualized consideration _____ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. A. Substitutes B. Directive styles C. Transactional styles D. Neutralizers E. Enhancers A. Substitutes Which of the following reduces the importance of the leader with no beneficial impact on performance? A. Substitutes B. Transactions C. Training programs D. Neutralizers E. Enhancers D. Neutralizers What is the main idea of leaderThis theory, also known as LMX or the Vertical Dyad Linkage Theory, explores how leaders and managers develop relationships with team members; and it explains how those relationships can either contribute to growth or hold people back.
What is the leaderLeader–member exchange (LMX) theory suggests that leaders and followers develop unique relationships based on their social exchanges, and the quality of these exchanges within an organization can influence employee outcomes (Graen & Uhl-Bien, 1995; Liden et al., 1997).
What are the stages of the leaderThe 4 Stages of Leader-Member Exchange Theory. Stage 1: Role-taking. ... . Stage 2: Role-making. ... . Stage 3: Leadership-making. ... . Stage 4: Team-making. ... . Devote more time to socialization. ... . Recognize your biases. ... . Require leader-to-member interaction. ... . Get involved in the workspace.. What is the dyad focused approach to understanding leadership?The term Dyadic leadership theory focuses on the relationships between leaders and their followers and the level of reciprocity within those relationships. One popular form of the Dyadic leadership theory is the leader-member exchange theory (LMX).
|
According to the leader-member exchange theory, low-quality exchange dyads constitute the leaders
zusammenhängende Posts
Urheberrechte © © 2024 defrojeostern Inc.
