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The importance of teamwork skills
The importance of teamwork skills
Essays on transformational leadership
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Every leader and follower is unique and works in a different way, depending on the situation. Leadership is a relationship built between leaders and followers, which require some sort of guidance for leaders. There are various leadership theories which have advanced over many different styles to define the leadership characteristics, traits & styles. Three main theories Lead-Member Exchange theory (LMX Theory), Transactional Leadership theory and Transformational theory allow the leaders to develop their own style utilizing one or more of these theories in order to properly develop relationships between leaders and followers.
How the Leader-Member Exchange Theory Works
The LMX theory is a relationship between a leader and each of the followers,
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This group consists of employees that a leader trusts the most. Leaders will give these members most of their attention and provide challenging and interesting work. This group offers opportunities for additional training and …show more content…
This will allow the leader to evaluate the follower’s motives, attitude and potential skills that will establish mutual role expectations.
Step 2: Refine any relationships that are questionable. This is for the followers that may have potential to develop toward becoming an in-group member.
Step 3: In this step relationships will develop and the potentials will either fall into out-group or mature and transform into mutual committing and trusting in-group members.
Step 4: This is the reinforcement stage and where the in-group and out-group begin to develop into separate groups. Here the leader needs to reward the “in-group members” with a higher status, benefits and influence in return for additional attention while maintaining responsive to the in-group needs with consultation when needed.
Stage 5: The groups have been established and leaders should be working toward increasing the number of in-group members.
Transactional
Kelley, R.E. (1992). Followership. In Goethals, G.R., Sorenson, G.J. & Burns, J.M. (Eds.). (2008). Encyclopedia of leadership (pp. 504-513). Thousand Oaks, CA: Sage
Each stage must be properly negotiated before the individual can move to the next stage and manage it. The first stage is where the child or the individual learns basic trust versus basic mistrus...
Norming- The norming stage is where everything begins to get clear because the leader takes responsibility and everyone else accept their roles and position in the team. Agreement forms among the team members. Team may engage in more discussions and other activities. Leader ship is also shared by other team members at times. Respect is shown to the leader.
The leader-member exchange (LMX) theory focuses on a dyad relationship. This is a relationship between a leader and each subordinate which are considered independent, rather than on the relationship between the superior and the group. Each linkage, or relationship, is likely to differ in quality. Thus, the same leader may have poor interpersonal relations with some subordinates and open and trusting relations with others. The relationships within these pairings, or dyads, may be of a predominantly in-group or out-group nature.
The theory believes that a leader is a servant to those he or she leads. And that a leader should focus on serving others rather than being served. The servant leader creates an environment of trust and cooperation, which results in reciprocal service and ultimately higher performance. Much of Jesus’ approach to leadership used this model.
The third phase is norming. This is when team member have an agreement on who does what, the roles and responsibilities are clear and acceptable. Decisions can be delegated to individuals within the group. The team discusses and develops its processes and working methods. Furthermore a leader is also picked which is general respect other member and some leadership is more shared by the team to develop everyone skills.
After the servant leadership theory, there is what is known as leader-member exchange (LMX). The leader-member exchange theory “suggests leaders have limited time and resources and share both their personal and positional resources differently with their employees” (Shockley-Zalabak, 2015, p.153). Additionally, the LMX theory focuses on the leader and the subordinates independently and typically the interaction differs with each person.
As a role model, the followers would be able to connect, trust and have confidence in the leader and would want to emulate them. The concept of idealized influence or charisma shows that leaders are also individuals who are “admired, respected and trusted” (Bass, Avolio, Jung & Bernson, 2003).
Some people believe leadership and management are one in the same; however, this is not true because management involves planning, staffing, directing and controlling and, a manager is a person who performs these functions (Leadership Theories and Studies, 2009). The term manager is a formal title given to a person who has authority by virtue of his or her position or office. (Leadership Theories and Studies, 2009) Leadership, by contrast, is about influence; leaders use factors other than just their formal authority to influence subordinates. There are three major leadership theories developed from the 1930s to the 1970s which attempt to explain why some leaders are better than others, these theories are: trait leadership (1930s and 1940s), behavior leadership (1940s and 1950s), and contingency leadership (1960s and 1970s).
There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.
The Tuckman’s stages for a group have the following stages: Forming, Storming, Norming and Performing. Forming involves high dependence on leader for guidance and direction. Storming is group focus discussion. Norming is the agreement and consensus forms among the team. Lastly, Performing is the strategically awareness of the activities done by the
within the groups process. In the Final stage the members as well as the organization recognize
I work in a group that currently has six members. The group serves as a central source of information for the firm, and its success relies on an extraordinary amount of cooperation from each of us. As a senior member, I am able to contribute to the group in several ways including: training group members, controlling the quality of the group's output, managing and accurately completing multiple requests with short turnaround
The central aspect of the theory is the conceptualization of relational development as a process (Amada Carpenter, 2010). Specifically, Altman and Taylor detailed that relationships go through sequential stages in their development. They defined four stages (Irwin Altman, 1973):
The stages of team development are forming, storming, norming, performing, and adjourning. Norming is the first stage that involves team members getting to know each other and trying to figure out where they fit in. As a leader, it is important to provide clear directions and set proper goals and expectations during this stage. Storming is the next stage and as the name suggest it is characterized with struggles, challenges, conflicts, and competition among team members. During this stage, I will provide a mediating role and facilitate conversations that steers the team towards the right