Lesson 8: Leader-Member Exchange Theory

Question 1

(T/F) A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes.

Answer 1

False

Question 2

(T/F) In LMX theory, leadership making suggests that leaders help everyone to be in the in-group.

Answer 2

True

Question 3

(T/F) Personality and other personal characteristics are unrelated to the process of how in-groups are formed.

Answer 3

False

Question 4

(T/F) During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality.

Answer 4

True

Question 5

According to early LMX theory:

Answer 5

In-group members are chosen on the basis of compatibility with the leader.
The out-group has less influence with the leader than does the in-group.
Out-group members may not want to be in-group members.

Question 6

(T/F) The problem with the LMX approach is that it gives little attention to the importance of communication in leadership.

Answer 6

False

Question 7

(T/F) Studies have shown that high LMX has a direct impact on employee creativity.

Answer 7

False. Shows indirect impact.

Question 8

During the stranger phase of leadership making, how is it most accurate to describe roles?

Answer 8

Scripted

Question 9

Disadvantages of LMX theory

Answer 9

Runs counter to human value of fairness.

Discriminates against some subordinates.

Question 10

(T/F) In LMX theory, the dyadic relationship is the focal point of the leadership process.

Answer 10

True

Question 11

Characteristics of mature partnership phase (phase 3).

Answer 11

Mutual trust, respect, obligation toward each other, high degree of reciprocity and interdependence.

Question 12

(T/F) In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges.

Answer 12

False. Initiated by either party.

Question 13

(T/F) In-group relationships are based on the formal employment contract (defined roles).

Answer 13

False

Question 14

During the acquaintance phase of leadership making (phase 2), subordinates tend to focus

Answer 14

on both their own and the group’s interests.

Question 15

(T/F) LMX can be criticized for failing to fully explain the way high-quality, leader-member exchanges are created.

Answer 15

True

Question 16

(T/F) LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style.

Answer 16

True

Question 17

(T/F) The acronym VDL stands for Variation Dependent Leadership.

Answer 17

False. Vertical Dyad Linkage.

Question 18

(T/F) Subordinates in the out-group receive more information and concern from their leaders than do in-group members.

Answer 18

False

Question 19

What are benefits of high LMX?

Answer 19

Ample access to supervisors
Preferential treatment
Increased performance-related feedback
Increased job-related communication
NOT relational communication

Question 20

(T/F) During the partner phase of leadership, the leader and the subordinate have reciprocal influence on each other.

Answer 20

True

Question 21

(T/F) Later studies of LMX showed that high-quality relationships between leaders and subordinates produce less employee turnover.

Answer 21

True