LEADER-MEMBER EXCHANGE VS FOLLOWERSHIP SELF-LEADERSHIP

Leadership styles as have been described by many authors are meant to ensure smooth process flow within an organization for actualization of targeted results. Some of these styles have more strengths than weaknesses while others are weaker but the peculiarity of the organization is what matters the most.

The Leader-Member Exchange theory suggests that there should be a two way relationship between leaders and followers. It is assumed that this dyadic association ensures a good working relationship between leaders and their subordinates which in-turn brings about positive influence for high motivation, high performance and successful achievement of organizational goals. When there is a harmonious relationship amongst leaders, employees and the organization, there will be job satisfaction and improved productivity. On the other hand, members of a team where the LMX is operational tend to form smaller groups of like minds and behaviours (in-groups); this reduces the engagement level of the leader to only a few members, leaving the whole divided (out-group). It is assumed that the in-group are always close to the leader and are more engaged and directed towards achieving the set goals. They also learn faster from the leader as the relationship makes character and behaviour impression possible and easy. A positive side to this division (in-group, out-group) is the ability of the leader to impress positive behaviours and character on members of the out-group using the in-group members. If the leader makes sure that the LMX theory applies firstly to the whole team, using the in-group to grow the out-group will be easier.

The Follower-Self Leader theory as proposed by Houghton & Yoho (2005) is a process through which people influence them...

... middle of paper ...

...cultural and work related) who will fit into their choice leadership environment before hiring. This makes for less employee relations issues and easy adaptation to organizational cultures and leadership styles.

Works Cited

Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. London: Sage

Houghton, J.D., & Yoho, S.K. (2005) ‘Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?’ Journal of Leadership & Organizational Studies, 11 (4), pp. 65–83. Available at: http://www.psykol.org/nos/images/7/72/Houghton_and_Yoho_2005_toward_a_contingency_model_of_leadership_and_psychological_empowerment_when_should_self_leadership_be_encouraged.pdf (Accessed: 4 April 2014) http://www.leadership.com.sg/person/self-leadership/what-is-self leadership/#.U0GyxfldXl9

http://www.emergingleader.com/article4.shtml