Traits are more predictive of leader emergence than they are of leader effectiveness.
Most scholars have concluded that traits are more predictive of leadership emergence (i.e., who becomes a leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a leadership role).
Leader Effectiveness: 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.
Which of the following refers to how well people actually do in a leadership role?
- leader personality
- leader effectiveness
- leader emergence
- leader perception
- leader characteristic
Leader emergence refers to who becomes a leader in the first place, whereas leader effectiveness refers to how well people actually do in a leadership role.
Leader Effectiveness: 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.
Leader ________ refers to the notion that what people do is more important than their personality traits.
- efficiency
- effectiveness
- emergence
- substitution
- efficacy
Leader emergence is who becomes a leader in the first place, while leader effectiveness is how well people actually do in a leadership role.
Leader Effectiveness: 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.
Sierra, an intern, is well-liked by everyone in the office. She has seemingly boundless energy, asks a lot of questions, and is self-confident without being arrogant. Her supervisor, John, is discussing her time at the company with his colleague Maxine. He predicts that
- Sierra is a natural-born cooperator, rather than a leader.
- Sierra's personality has no bearing on her leadership abilities.
- Sierra's personality means she is likely to emerge as a leader.
- Sierra is too nice and therefore unlikely to be an effective leader.
- Sierra's personality means she is likely to become an effective leader.
Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a leadership role). With this in mind, Sierra's personality traits indicate a high probability of her emerging as a leader, but do not speak to what kind of a leader she would be.
Personality: The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior. Personality reflects what people are like and creates their social reputation.
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.
- role taking
- role selling
- participating
- role making
- role allocating
During the role making phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.
Role Making: The phase in a leader–follower relationship when a follower voices his or her own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort.
During her first week at her new job, Ai's manager, Consuelo, goes over all of the duties Ai will be expected to perform. She also introduces Ai around the office and makes her aware of all the fun things they do in and out of the office, such as "Pizza Fridays" and volunteering at an at-risk children's center. She encourages Ai to get involved. Consuelo is engaged in
- mentoring.
- orientation.
- role taking.
- role making.
- role modeling.
New leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.
Role Taking: The phase in a leader–follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations.
According to the leader-member exchange theory, the two general types of leader-member dyads are
- role taking exchange and role selling exchange.
- high-quality exchange and low-quality exchange.
- intrinsic and extrinsic.
- role making and role selling.
- participating exchange and observing exchange.
Over time, the role taking and role making processes result in two general types of leader-member dyads. One type is the "high-quality exchange" dyad, marked by the frequent exchange of information, influence, latitude, support, and attention. The other type is the "low-quality exchange" dyad, marked by a more limited exchange of information, influence, latitude, support, and attention.
Leader-Member Exchange Theory (LMX): A theory describing how leader–member relationships develop over time on a dyadic basis.
In the leader-member exchange theory, the ________ exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.
- participating
- low-quality
- intrinsic
- high-quality
- extrinsic
The low-quality exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.
Loyalty: A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement.
The leader-member exchange theory argues that
- new relationships between leaders and members are typically marked by a role taking phase.
- most leaders can judge their performance by referring to the number of companies they have created.
- leader traits holds more practical relevance than leader actions.
- the correlations of the trait-leadership magnitude are strong.
- organizations should limit leader-member exchanges to maximize organizational productivity.
The leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.
Role Taking: The phase in a leader–follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations.
In the leader-member exchange theory, the low-quality exchange dyad forms the leader's
- outgroup.
- internal attributes.
- ingroup.
- levels of mutual trust.
- obligations.
The low-quality exchange dyad is marked by a more limited exchange of information, influence, latitude, support, and attention. Those dyads form the leader's outgroup and are characterized by lower levels of trust, respect, and obligation.
Leader-Member Exchange Theory (LMX): A theory describing how leader–member relationships develop over time on a dyadic basis.
Brady looks up to his boss, Malik, who has a business degree from Yale and, like Brady, is ambitious, successful, and extroverted. In addition, Brady and Malik share a similar, warped sense of humor. Malik often tells Brady "you remind me of me ten years ago." Brady is likely to be a member of Malik's
- triad.
- dyad.
- ingroup.
- outgroup.
- support team.
Tests of LMX theory suggest that employees who are competent, likable, and similar to the leader in personality will be more likely to end up in the leader's ingroup; those factors have even greater impact than age, gender, or racial similarity.
Social Loafing: A type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes.
Simon started working at Solaris Industries right after college, and he had instant rapport with his boss, Felix. Felix not only showed him the ropes, but always encouraged Simon as he pursued his goals, such as starting graduate school. Over the years, Simon and Felix developed a close relationship, with Felix coming to Simon's wedding and his graduation. The other employees in Felix and Simon's department love Felix as well. A few months ago, Felix retired and was replaced by Emmett. Emmett has a very different personality but soon proves himself to be an effective and motivating boss. What do you think is a likely reaction of Simon to this change?
- He tells his colleague Naomi that things are not the same and that he is thinking about leaving the company.
- Simon, along with the rest of the employees feel demoralized, unmotivated, and angry about the change.
- He is resentful because he feels he should have gotten Felix's job, so he talks to senior management.
- After a period of depression, Simon experiences a renewed sense of commitment to the company.
- Simon's affect-based trust of Felix and the company is transferred to Emmett.
Ingroup relationships can be very powerful attachments for some workers. Research suggests that employees are less likely to leave an organization when they have a high LMX relationship with a specific leader, but they are more likely to leave following a leadership succession.
Personality: The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior. Personality reflects what people are like and creates their social reputation.
Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.
Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.
Role Taking: The phase in a leader–follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations.
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 are all called
- outgroup readiness.
- leader effectiveness.
- leader emergence.
- leader focus.
- individualized consideration.
Leader effectiveness is defined as 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.
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.
- role taking
- role selling
- participating
- role making
- role allocating
The role making 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.
Role Making: The phase in a leader–follower relationship when a follower voices his or her own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort.
During which phase of the leader-member exchange theory does a manager describe role expectations to employees, with the employees attempting to fulfill those expectations with their job behaviors?
- readiness
- role taking
- role selling
- role making
- role designing
The leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.
Leadership is the use of power and influence to direct the activities of followers toward goal attainment.
Leadership is defined as the use of power and influence to direct the activities of followers toward goal achievement.
Influence: The use of behaviors to cause behavioral or attitudinal changes in others.