Research on leader-member exchange-cognitive strategy

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Reference no: EM13843117

1. Studies on how managers perceive poor performance by a subordinate find that:

a. managers are biased toward attributing the cause to external factors such as insufficient resources or lack of cooperation by others

b. managers are biased toward attributing the cause to internal factors such as lack of motivation or ability

c. managers are biased toward attributing the cause to bad luck (random events)

d. most managers make an accurate attribution about the cause of poor performance by a subordinate

2. Which of the following is a cognitive strategy for self management?

a. self monitoring

b. cue modification

c. positive self talk

d. self reward

3. Which was not a recommendation for effective followers?

a. verify the accuracy of information you provide to the leader

b. point out specific weaknesses in a plan or proposals made by the leader

c. be assertive but diplomatic about resolving role ambiguity

d. point out when a leader is being defensive about suggestions

4. Which was not found in the research on leader-member exchange?

a. leaders with different relationships for high and low LPC subordinates were more effective

b. leaders provided more benefits to high LPC subordinates than to low LPC subordinates

c. high LPC subordinates performed better than low LPC subordinates

d. there was more delegation to high LPC subordinates than to low LPC subordinates

5. Attributional research shows that most people:

a. overestimate the effect leaders have on organizational performance

b. underestimate the effect leaders have on organizational performance

c. are able to accurately assess a leader's impact on organization performance

d. are biased to look for weaknesses and faults in high level leaders

6. When is a special exchange relationship with some subordinates least likely to occur?

a. the leader has little expertise in how to do the work

b. the leader is overloaded with duties and responsibilities

c. the leader has many immediate subordinates

d. the leader has an unfavorable relationship with superiors

7. Which of the following is a recommended guideline for followers?

a. ask the boss for specific directions on how to deal with difficult problems

b. get approval from the boss before taking action to resolve problems

c. take the initiative to deal with immediate problems in the work

d. follow rules and standard procedures to avoid any blame for problems

8. How are managers most likely to interpret the reasons for effective performance?

a. internal attributions are made for effective performance by subordinates

b. external attributions are made for effective performance by subordinates

c. internal attributions are made for high LMX members and external attributions are made for low LMX members

d. external attributions are made for high LMX members and internal attributions are made for low LMX members

9. When there is a high LPC relationship, the leader is more likely to:

a. give the subordinate easy assignments to do

b. meet with the subordinate to review performance

c. understand the subordinate's problems and needs

d. dominate conversations with the subordinate

10. Which is the least likely response by a manager who believes that poor performance by a subordinate is caused by a lack of motivation?

a. new incentives

b. more coaching

c. closer monitoring

d. counseling

11. According to LMX Theory, most leaders:

a. establish a favorable relationship with any subordinate who is interested

b. try to treat each subordinate the same way to ensure fairness

c. establish a special relationship with their immediate superior

d. establish a special relationship with a small number of subordinates

Reference no: EM13843117

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