Self-Leadership Theory

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Through this thread, I will explore my personal experience with the issue of favoritism in the workplace. I will examine the leader-member exchange (LMX) theory as it analyzes and outlines the issue of workplace favoritism. After which, I will inspect the principle of self-leadership as a solution to employee or team favoritism. A or B Many years ago, I worked for a company division, which was divided into two teams with a central manager. The ‘A’ team was comprised entirely of senior, experienced employees. While the ‘B’ team contained all of the new or inexperienced employees. Being new, I was placed on the ‘B’ team. Because the manager did not have time to train any of the members, he favored the ‘A’ team and gave them numerous assignments…show more content…
The leader-member exchange (LMX) theory states, “because of time pressures, leaders establish a special relationship with a small group of their followers [the in-group, and the]…other followers fall into the out-group” (Robbins and Judge, 2009, p. 398-399). The in-group receives benefits, rewards, and attention from the leader; while, the out-group gets little of these elements (Gerstner & Day, 1997). Theorists believe the categorization of followers maybe based on a combination of three factors. First, the follower’s personal compatibility with the leader. For example, the leader and the follower are of the same ethnicity or gender. Second, the follower’s level of competence as perceived by the leader. And finally, the follower’s personality similarities with those of the leader (Robbins and Judge, 2009). My professional experience reflects all of the elements within the LMX theory. For example, due to the time constraints of training, my manager gave greater attention to the ‘A’ team based on the belief that the team had a higher level of competence. Thus, the ‘A’ team was viewed as the in-group and, based on the principle of the self-fulfilling prophecy; they performed better than the out-group ‘B’ team (Gerstner & Day,

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