Test Bank Chapter 7: Leader-Member Exchange Theory: Ultiple Hoice

Northouse, Leadership 8e
SAGE Publications, 2019
Test Bank
Chapter 7: Leader–Member Exchange Theory
MULTIPLE CHOICE
1. Which leadership approach is not leader centered?

A. trait
B. LMX
C. skills
D. behavioral
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Difficulty Level: Easy
AACSB Standard: Application of knowledge
2. Which leadership theory centered on the interaction between leaders and followers?
A. trait
B. skills
C. LMX
D. style
Ans: C
3. LMX focuses on ______.

A. matching leader behaviors to followers’ development levels
B. the integration of task and relationship behaviors
C. matching the leader behavior to follower characteristics
D. the dyadic relationship between the leader and follower
Ans: D
4. In LMX, leaders treat followers ______.

A. equally
B. in a collective way
C. independently
D. according to group average

Ans: C
5. Which theory challenges the assumption that leaders treat followers in a collective
way?
A. LMX
B. skills
C. trait
D. style
Ans: A
Cognitive Domain: Knowledge
6. Which of the following leadership theories emphasizes the specific relationship

between the leader and each subordinate?
A. transformational leadership theory
B. path-goal leadership theory
C. situational leadership theory
D. leader-member exchange theory
Ans: D
Difficulty Level: Moderate
7. Before LMX theory, researchers treated leadership as something ______.

A. leaders did toward all of their followers
B. present within the individual actions of followers
C. existing between the leader and each of his or her followers
D. as an exclusively two-way, one-dimensional form of communication
Ans: A
AACSB Standard: Contexts of organizations in global society
8. The early research on LMX theory was called ______.

A. group classification theory
B. vertical dyad linkage theory
C. didactic linkage theory
D. horizontal dyad linkage theory

Ans: B
9. What is it called in LMX when leaders form a relationship with each of their followers?
A. in-group
B. out-group
C. vertical dyad
D. X–Y axes integration
Ans: C
Answer Location: Early Studies
10. The early studies in LMX reported that ______.

A. after the in-groups are formed, the vertical dyads are formed
B. after the out-groups are formed, the vertical dyads are formed
C. the vertical dyads form the basis for in-group and out-group formation
D. the vertical dyads are independent from in-group and out-group formation
Ans: C
11. According to early LMX theory, which of the following is false?

A. the out-group has less influence with the leader than does the in-group
B. the leader usually expects extra duties from out-group members
C. in-group members are chosen on the basis of compatibility with the leader
D. out-group members may not want to be in-group members
Ans: B
Cognitive Domain: Analysis
AACSB Standard: Analytical thinking
12. A leader who invites a follower to take on more responsibility is ______.

A. attempting to help the follower into the in-group
B. attempting to determine whether the follower will fail at the task
C. attempting to help the follower into the out-group
D. attempting to make in-group members resentful of this follower
Ans: A

13. How many vertical dyadic relationships can occur in LMX?

A. only one, the relationship between leader and all followers
B. only one, the relationship between the leader and the in-group
C. two, the relationship between the leader and the in-group and out-group
D. as many linkages as there are followers
Ans: D
14. The vertical dyadic relationship in LMX is established by ______.

A. the leader
B. the follower
C. the leader and follower
D. the leader and the organizational structure
Ans: C
15. The dyadic relationships in LMX occur between ______.

A. the leader and other leaders
B. the leader and the in-group followers
C. the leader and each follower
D. the followers and each other follower
Ans: C
16. I am a leader of a team of eight employees. In LMX, what is the maximum number
of groups this team could be categorized into based on vertical dyadic relationships?
A. 1
B. 2
C. 4
D. 8
Ans: B

17. One of your followers asks to lead the next team brainstorming session and you let
him/her do this. You and this follower are ______.
A. in the stranger phase of leadership-making
B. in a dyadic in-group relationship
C. in a dyadic stranger phase
D. in the mature-partnership phase of leadership-making
Ans: B
Cognitive Domain: Application
AACSB Standard: Group and individual behaviors
18. There is a mutual personality conflict between you and one of your followers. If this
continues, the follower will end up in the ______.
A. in-group
B. out-group
C. mature group
D. acquaintance group
Ans: B
AACSB Standard: Interpersonal relations and teamwork
19. All of the following are characteristics of out-group members except ______.
A. defined roles
B. non-negotiating behavior
C. innovative ideas
D. operation strictly within role
Ans: C
20. In the early stages of leader-member relationship development, leaders look for
followers who exhibit all of the following except ______.
A. enthusiasm
B. agreeableness
C. participation
D. gregariousness
Ans: B

Answer Location: Leadership Making
21. Which theory of leadership suggests that it is important to recognize the existence of
in-groups and out-groups within an organization?
A. path–goal theory
B. expectancy theory
C. servant leadership
D. leader–member exchange theory
Ans: D
AACSB Standard: Contexts of organizations
22. Which of the following is not a reason followers become part of the in-group?
A. how well they work with the leader
B. how well the leader works with them
C. the amount of interest they show toward negotiating with the leader
D. willingness to stay within job and task guidelines
Ans: D
23. I go to work, get the job done and go home. I am most likely in the ______.
A. in-group
B. out-group
C. mature partnership phase
D. acquaintance phase
Ans: B
24. The later LMX studies shifted focus from describing in- and out-groups to ______.
A. how LMX relates to organizational effectiveness
B. how LMX assesses leader behaviors
C. how LMX and servant leadership are similar
D. how LMX relates to follower skill development
Ans: A
Answer Location: Later Studies

25. The later LMX studies focused on ______.

A. follower locus of control
B. positive outcomes for both the leader and followers
C. determining out-group characteristics
D. task characteristics of the job
Ans: B
26. Gerstner and Day’s meta-analysis found ______.

A. the stranger phase is an invalid construct
B. high LMX is not correlated with job satisfaction
C. support for the psychometric properties of the LMX 7 questionnaire
D. LMX measures followers’ exchanges, not leaders’
Ans: C
27. Later studies of LMX found all of the following except ______.
A. positive relationship between quality of LMX and citizenship behaviors
B. high-quality LMX was positively related to employee feelings of energy
C. interest in studying LMX has diminished
D. high LMX correlates to positive organizational outcomes
Ans: C
28. Which researcher(s) measured the relationship between LMX and citizenship
behaviors?
A. Komives
B. Ilies et al.
C. Greenleaf
D. Graen and Uhl-Bien
Ans: B

29. According to Atwater and Carmeli, a study of employees in a variety of jobs in Israeli
organizations found ______
A. high-quality leader–member exchanges were directly correlated with creativity
B. high-quality leader–member exchanges were negatively correlated with employee
feelings of energy
C. LMX was directly correlated with creativity
D. LMX correlated with employee feelings of energy, which then enhanced their
creativity
Ans: D
30. Studies of LMX have concluded all but the following ______.
A. empowerment moderates the impact of LMX on job outcomes
B. citizenship behaviors and LMX are positively correlated
C. high-quality leader-member exchanges foster positive job outcomes
D. all employees are in the in-group to some degree
Ans: D
31. During the stranger phase of leadership making, the roles are ______.
A. scripted
B. tested
C. negotiated
D. implied
Ans: A
32. During the acquaintance phase of leadership making, the roles are ______.
A. scripted
B. tested
C. negotiated
D. implied
Ans: B

33. Roles being tested in leadership-making means ______.

A. the leader and follower have already tested their interactions and found them
satisfactory
B. the leader and follower are assessing desire for the follower to take on new
responsibilities
C. the leader and follower are focused on the rules of interaction
D. the leader and follower are comfortable depending on each other
Ans: B
34. During the mature partnership phase of leadership making, the roles are ______.
A. scripted
B. tested
C. negotiated
D. implied
Ans: C
35. During the mature partnership phase of leadership making, the exchanges are
______.
A. low quality
B. medium quality
C. moderately high quality
D. high quality
Ans: D
36. During the stranger phase of leadership making, the exchanges are ______.
A. low quality
B. medium quality
D. high quality
Ans: A

37. During the acquaintance phase of leadership making, the exchanges are ______.
A. low quality
B. medium quality
D. high quality
Ans: B
38. During the acquaintance phase of leadership making, ______.

A. roles are scripted
B. exchanges are negotiated
C. influences are mixed
D. influences are one-way
Ans: C
39. During the mature partnership phase of leadership making, ______.

A. roles are tested
B. exchanges are medium quality
C. influences are mixed
D. interests are group focused
Ans: D
40. During the stranger phase of leadership making, ______.

A. interests are mixed
B. exchanges are high quality
C. influences are one-way
D. interests are group focused
Ans: C

41. During the acquaintance phase of leadership making, interests are ______.
A. self-focused
B. group focused
C. focused on group and self
D. reciprocal
Ans: C
42. According to Graen and Uhl-Bien, leadership making develops progressively over
time in how many phases?
A. 3
B. 4
C. 5
D. 6
Ans: A
43. The leadership-making model is ______.

A. prescriptive
B. descriptive
C. unscripted
D. transactional
Ans: A
44. Who is responsible for making the offer for improved career-oriented interactions?
A. leader
B. follower
C. leader or follower
D. followers’ coworkers
Ans: C
45. The prescriptive nature of LMX ______.

A. is described by the in-group and out-group
B. relies on leaders adjusting to follower characteristics
C. is found in the leadership-making phases
D. relies on followers making a social connection with the leader
Ans: C
46. The dyadic relationship in LMX is ______.

A. descriptive
B. prescriptive
C. unscripted
D. both descriptive and prescriptive
Ans: D
47. Out-group members act differently from in-group members in that they ______.
A. interact often with the leader
B. perform their job duties but no extra work
C. ask for additional responsibility
D. receive special attention from their leaders
Ans: B
48. In-group members ______.

A. get more information from leaders
B. are focused on themselves rather than the team
C. have low-quality leader-member exchanges
D. do their jobs and nothing more
Ans: A

49. During the early phases of leadership making, leaders look for what qualities in
followers?
A. agreeableness and cooperation
B. good humor and intelligence
C. enthusiasm and participation
D. pleasantness and trustworthiness
Ans: C
50. During the acquaintance phase of leadership making, subordinates tend to focus
______.
A. less on their own self-interests
B. mostly on their own self-interests
C. less on the group's interests
D. on both their own and the group's interests
Ans: D
51. The mature partnership phase is not characterized by ______.

A. tasks
B. respect
C. reciprocity
D. transformational relationships
Ans: A
52. What is a key predictor of relationship quality for both leaders and followers?
A. extraversion
B. performance
C. agreeableness
D. trust
Ans: B

53. According to Harris, Wheeler, and Kacmar, what moderates the impact of leader–
member exchange on job outcomes?
A. empowerment
B. enthusiasm
C. cooperation
D. amount of experience
Ans: A
54. You have been working at your job for over a year. Your boss starts offering you
new assignments with weekly meetings in order to exchange valuable information
regarding the tasks. The result is that you and your boss are able to redefine your
working relationship and find new ways of relating. According to the LMX theory, you
are now in a ______ role.
A. tested
B. mixed
C. scripted
D. negotiated
Ans: D
55. Which of the following is not a subordinate benefit of high LMX?

A. increased performance-related feedback
B. preferential treatment
C. social interaction outside of the work setting
D. ample access to supervisors
Ans: C
56. LMX theory has been criticized. Which of the following is not a criticism of LMX
theory.
A. It runs counter to the human value of fairness.
B. It discriminates against some subordinates.
C. It directs our attention to the importance of the leader–member dyad.
D. It supports the advantage of privileged groups in the workplace.
Ans: C

Answer Location: Criticisms
regarding the tasks. According to the LMX theory, you are now in a ______ role.
A. tested
B. low-quality
C. scripted
D. negotiated
Ans: A
58. You have been working at your job for over a year. Your boss started offering you
new assignments with weekly meetings for the past two months in order to exchange
valuable information regarding the tasks. According to the LMX theory, you are having
______ exchanges.
A. high-quality
B. low-quality
C. medium-quality
D. negotiated-quality
Ans: C
regarding the tasks. According to the LMX theory, the influence between you is ______.
A. tested
B. medium quality
C. mixed
D. negotiated
Ans: C
60. The leader of your work team consistently shows she trusts and respects you and
depends on you to help the team accomplish established goals. You show her through

your reliable actions and communication that her trust is warranted. You and your
supervisor are in the ______.
A. mature partnership phase
B. acquaintance phase
C. medium-quality phase
D. tested stranger phase
Ans: A
61. Ray is the leader of a non-profit organization that supports education for
underserved populations in your community. You volunteer regularly with this
organization and see Ray almost every day you are volunteering. Yesterday Ray asked
you to take on a lead volunteer role, stating that your commitment to the organization
and interaction with Ray have shown him he can count on you. You agree to step into
this lead volunteer role. You and Ray have just entered which phase of leadership
making?
C. scripted partnership phase
D. stranger phase
Ans: B
62. Beth and James are in a dyadic relationship on a work team in which both of them
are focused on the group’s goals and outcomes. Beth and James are in ______.
A. tested roles
B. low-quality exchange
C. stranger phase
D. mature partnership phase
Ans: D
AACSB Standard: Interpersonal relations & teamwork
63. I focus on getting my job done and satisfying my needs and also think about the
needs of my team members. I also consider my influence with my leader as mixed and
one in which we are both testing my role in the organization. We are in the _____.

C. stranger phase
D. negotiated phase
Ans: B
64. Out-group members ______.

A. act differently than in-group members
B. operate outside of their job descriptions
C. have better relationships with their leaders
D. are treated unfairly by their leaders
Ans: A
Answer Location: How Does LMX Theory Work?
65. To assess leader-member exchanges, researchers typically use ______.

A. in-depth observations in the workplace over time
B. interviews to pinpoint out-group members
C. questionnaires to evaluate leader–follower relationships
D. focus groups of in-group members to assess benefits
Ans: C
AACSB Standard: Interpersonal relations & teamwork
66. Which is not a strength of LMX?

A. It looks at dyadic relationships in the leadership process.
B. It accurately describes the in- and out-group process.
C. Research substantiates how LMX is related to organizational outcomes.
D. It runs counter to the human value of fairness.
Ans: D
Answer Location: Strengths
67. Potential for discrimination in LMX comes from ______.

A. the high-quality LMX dyadic relationships
B. when followers are in either the in- or out-groups
C. when leaders are open to followers switching in- or out-groups
D. when leaders attempt to have all followers in the in-group

Ans: B
68. Which of the following is a criticism of LMX?

A. It alerts leaders to their biases.
B. It is a unique approach that looks at dyadic relationships.
C. LMX does not fully explain the creation of high-quality exchanges.
D. It directs our attention to the importance of communication in leadership.
Ans: C
69. Which of the following is not a criticism of LMX?

A. LMX does not fully explain the creation of high-quality exchanges.
B. It runs counter to the human value of fairness.
C. It looks at dyadic relationships in the leadership process.
D. The measurement of LMX is questionable.
Ans: C
70. LMX theory can be applied ______.

A. by leaders at all levels of an organization
B. by mid-level leaders only
C. by upper-level leaders only
D. by lower-level leaders only
Ans: A
Answer Location: Application
71. Research by Hill and colleagues supports the notion that positive a leader–member
relationship can result from ______.
A. a high degree of electronic communications between them
B. the leader and member having the same degree of conscientiousness
C. frequent social encounters with one another outside the workplace
D. the leader and member having complementary skill sets
Ans: A

72. Recent research on LMX has ______.

A. used non-US samples and racially diverse dyads
B. been sparse and lacking
C. not looked at employee outcomes
D. focused on describing in-groups and out-groups
Ans: A
AACSB Standard: Diverse and multicultural work environments
73. Leadership making is a process that aims to ______.

A. make all workers in an organization into leaders
B. create networks of strong partnerships that will benefit the organization
C. link out-group members together in solidarity
D. debunk LMX theory so that workplaces become more inclusive
Ans: B
74. A strength of the LMX approach is its focus on the importance of ______ in
leadership.
A. situations
B. personality
C. communication
D. morality
Ans: C
Answer Location: Strengths
75. David’s boss Jerome allows David to park in his reserved corporate parking space
when Jerome is out of the country on business. David most likely ______.
A. is part of the company’s out-group
B. has a high-quality relationship with his boss
C. gets little feedback about his performance
D. does not do extra work beyond his job description
Ans: B

76. You do your job at work, show up on time and complete your tasks. But you notice
that there are a group of your colleagues in the company that seem to get more
attention from the boss. According to LMX theory, if you want to be a member of this
group you should ______.
A. point out this perceived favoritism to your boss
B. request that your colleagues include you in more meetings
C. ask your boss if you can take on some extra work
D. keep performing within your job description until you get noticed
Ans: C
77. Yolanda has been working for a consulting firm for a few months. Her supervisor
Ryan asks her one day if she’d like to take on an added assignment by working on
some reports for a valuable new client. Yolanda is interested in the opportunity because
she wants to have more of a hand in the firm’s success. Ryan and Yolanda are most
likely in which phase of the leadership making process?
A. Phase 1
B. Phase 2
C. Phase 3
D. Phase 4
Ans: B
78. Yuxi just started her new job as an account executive a month ago. She’s still
getting to know her boss. In LMX, this Stranger phase of leadership making most likely
involves ______.
A. Yuxi focusing exclusively on the company’s goals
B. Yuxi and her boss reciprocally influencing each other
C. Yuxi’s boss affording her a high degree of trust
D. Yuxi and her boss in a scripted relationship
Ans: D
79. Which of the following is true about LMX theory?

A. It is used heavily in management training programs.
B. It can be said to highlight favoritism in a workplace.
C. It is applicable only in corporate for-profit settings.
D. It fails to examine individual relationships between leader and follower.
Ans: B
80. High quality exchanges between leaders and followers produce ______.
A. higher employee turnover
B. less feedback about performance
C. better organizational commitment
D. fewer demands on leaders’ time
Ans: C
True/False
1. In LMX theory, the dyadic relationship is the focal point of the leadership process.
Ans: T
2. LMX challenged the assumption that leaders treated followers in a collective way, as
a group, using an average leadership style.
Ans: T
3. In-group relationships are based on the formal employment contract (defined roles).
Ans: F
4. Subordinates in the out-group receive more information and concern from their
leaders than do in-group members.
Ans: F
5. Later studies of LMX showed that high-quality relationships between leaders and
subordinates produced less employee turnover.
Ans: T
6. In LMX theory, leadership making suggests that leaders help everyone to be in the in-
group.
Ans: T
7. During the first phase of leadership making, the interactions within the leader-
subordinate dyad are generally low quality.
Ans: T
8. During the early phases of leadership making, a key predictor of relationship quality
for both leaders and followers is follower performance.
Ans: T
AACSB Standard: Group and individual behavior
9. In LMX, it is usually the leader who makes an offer to the subordinate for improved
career-oriented exchanges.
Ans: T

AACSB Standard: Group and individual behavior
10. Studies have shown that high LMX has an impact on employee creativity.
Ans: T
Short Answer
1. What are two characteristics of in-group relationships?

Ans: Relationships within the in-group are marked by mutual trust, respect, liking, and
reciprocal influence.
2. The emergence of LMX theory marked a major shift in leadership research. What
does LMX theory focus on that prior approaches did not?
Ans: Leader–member exchange (LMX) theory focuses on leadership as a process
centered on the interactions between leaders and followers. Put differently, LMX theory
makes the dyadic relationship between leaders and followers the focal point of the
leadership process.
3. List two organizational benefits of having many high-quality leader–member

exchanges.
Ans: Students may answer any two of the following: less employee turnover, more
positive performance evaluations, higher frequency of promotions, greater
organizational commitment, more desirable work assignments, better job attitudes,
more attention and support from the leader, greater participation, faster career progress,
employee citizenship behaviors, or feelings of energy in employees (which is related to
greater involvement in creative work).
4. What is the central prescription LMX theory offers to leaders?


Ans: LMX suggests leaders should strive to create high-quality exchanges
(relationships) with all followers.
5. As the leadership making process progresses through the stages, the follower’s
interest moves mostly from an interest in ______ to an interest in ______.
Ans: Self to group
Essay
1. What is the relationship between LMX and employee empowerment?

Ans: In Harris, Wheeler, and Kacmar (2009) empowerment moderates the impact of
LMX on job outcomes (i.e., job satisfaction, turnover, job performance, and
organizational citizenship behaviors). They found that empowerment and leader-
member exchange quality had a slight synergistic effect on job outcomes. The quality of
LMX mattered most for employees who felt little empowerment. For these employees,
high-quality leader-member exchange appeared to compensate for the drawbacks of
not being empowered.
2. LMX theory has been studied from various perspectives over the past 40 years.
Briefly describe the three major stages of LMX theory development.
Ans: Stage 1: vertical dyad linkage theory and identified in-groups and out-groups
based on relational role exchanges. Stage 2: LMX was applied to organizational
effectiveness, such as employee performance. Stage 3: leadership making, which
studies how leader-member relations develop over time from the stranger phase to the
mature phase.
3. What is the benefit to the leader of having a high-quality relationship with employees?
Ans: Group members are viewed as dependable and more committed. Group members
may take on tasks beyond their job descriptions. Group members may perform better
and have less turnover.

4. LMX theory assumes that improved exchanges between leaders and followers are
desirable. When might a follower not want “improved career-oriented social exchanges”
with a leader?
Ans: When they are planning on leaving the job. If they do not respect the leader and do
not want a relationship with them.
5. What are the advantages of studying leadership from a dyadic perspective?

Ans: Emphasizes importance of communication in leadership. Emphasizes unique
relationship with each follower. Effective leadership is contingent on effective leader-
member exchanges.
6. Compare the earlier LMX studies, which described in-groups and out-groups to the
leadership-making studies in which there are three phases. How is it more helpful to
describe LMX in three phases instead of categorizing in- and out-groups?
Ans: Answers will vary but should include a discussion/definition of both in- and out-
groups. Rather than reiterating what happens in each phase in leadership-making, good
answers will describe the process of developing from low- to high-quality relationships
between leaders and followers. These descriptions should include the roles, exchanges,
interests, and influences of the three phases.
Cognitive Domain: Analysis
Answer Location: Early Studies | Leadership Making
Difficulty Level: Hard

Test Bank Chapter 7: Leader-Member Exchange Theory: Ultiple Hoice

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Test Bank Chapter 7: Leader-Member Exchange Theory: Ultiple Hoice

Uploaded by

Copyright:

Available Formats

Northouse, Leadership 8e

SAGE Publications, 2019

1. Which leadership approach is not leader centered?

3. LMX focuses on ______.

4. In LMX, leaders treat followers ______.

SAGE Publications, 2019

6. Which of the following leadership theories emphasizes the specific relationship

7. Before LMX theory, researchers treated leadership as something ______.

8. The early research on LMX theory was called ______.

SAGE Publications, 2019

10. The early studies in LMX reported that ______.

11. According to early LMX theory, which of the following is false?

12. A leader who invites a follower to take on more responsibility is ______.

SAGE Publications, 2019

13. How many vertical dyadic relationships can occur in LMX?

14. The vertical dyadic relationship in LMX is established by ______.

15. The dyadic relationships in LMX occur between ______.

SAGE Publications, 2019

SAGE Publications, 2019

SAGE Publications, 2019

25. The later LMX studies focused on ______.

26. Gerstner and Day’s meta-analysis found ______.

SAGE Publications, 2019

SAGE Publications, 2019

33. Roles being tested in leadership-making means ______.

SAGE Publications, 2019

38. During the acquaintance phase of leadership making, ______.

39. During the mature partnership phase of leadership making, ______.

40. During the stranger phase of leadership making, ______.

SAGE Publications, 2019

43. The leadership-making model is ______.

SAGE Publications, 2019

45. The prescriptive nature of LMX ______.

46. The dyadic relationship in LMX is ______.

48. In-group members ______.

SAGE Publications, 2019

51. The mature partnership phase is not characterized by ______.

SAGE Publications, 2019

55. Which of the following is not a subordinate benefit of high LMX?

SAGE Publications, 2019

SAGE Publications, 2019

SAGE Publications, 2019

64. Out-group members ______.

65. To assess leader-member exchanges, researchers typically use ______.

66. Which is not a strength of LMX?

67. Potential for discrimination in LMX comes from ______.

SAGE Publications, 2019

68. Which of the following is a criticism of LMX?

69. Which of the following is not a criticism of LMX?

70. LMX theory can be applied ______.

SAGE Publications, 2019

72. Recent research on LMX has ______.

73. Leadership making is a process that aims to ______.

SAGE Publications, 2019

SAGE Publications, 2019

79. Which of the following is true about LMX theory?

SAGE Publications, 2019

SAGE Publications, 2019

1. What are two characteristics of in-group relationships?

3. List two organizational benefits of having many high-quality leader–member

4. What is the central prescription LMX theory offers to leaders?

SAGE Publications, 2019

1. What is the relationship between LMX and employee empowerment?