The Leader-Member Exchange Theory, or LMX, is a two-way relationship between management/supervisors and their employees/subordinates. The theory assumes that leaders use different management styles, leadership styles, and behaviors with each individual subordinate or group of subordinates. The exchange between supervisors and subordinates will be inconsistent between each individual member of the group. A supervisor may be very kind and supportive to one employee/group and be very critical and unresponsive to another employee/group. Due to this type of interaction, the LMX theory suggests that leaders classify subordinates into two groups, the in-group members and the out-group members (Gibson, Ivancevich, Donnelly, & Konopaske, 2012, p. 334).
Leaders will often separate in-group and out-group members based on similarities of the group member and the leader. Other characteristics that can play into it are age, gender, or even a member’s personality. A member can be granted in-group status if the leader thinks the member is competent and is going above and beyond to perform the job functions. As mentioned the two groups that members can fall into are in-group and out-group. In-group members are those that share similarities with the leader. Those similarities can be personality, work ethic, common interests, or even alma maters. In-group members often go above and beyond their job description and the leader does more for these members. In-group members will have their opinions and work ideas looked at in higher regard than out-group members. In-group members typically have higher job satisfaction within the group and are less likely to experience turnover. In-group members are often promoted within the organization f...
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... individualized consideration leaders are supportive of the needs of each individual subordinate.
There are also some pros and cons of transformational leadership. Some of the pros are that it is a theory that is researched extensively. It is a theory of leadership that the general public can understand; you don’t have to be an I &O Psychologist or a human resource director to understand the principle of the theory. Some of the cons associated with transformational theory are that it can be difficult to measure the parameters. The four factors discussed earlier overlap in some regards and it can be hard to distinguish them from one another. Some think of the theory as a trait and not a behavior. If an organization is well established and set in their ways, meaning not a lot of change in the organization; then transformational theory may not work very well.
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
It is concerned with emotions, values, ethics, standards, and long-term goals. It motivates a form of intelligence that moves followers to accomplish more of what is expected of them. (Northouse, 2016, pg.161). Transformational leadership can be used to influence people on a one to one level or to influence whole organizations and cultures. There’s a difference between transformational leadership and transactional leadership. Transactional leadership focuses more on leaders that uses gimmicks or promotions to get their followers to do certain things that they want. Transformational leadership, on the other hand, focuses more on connecting leaders with followers or employees to motivate and help them reach their full
Managers and leaders are essential in creating a work environment that is collaborative and productive. Although both managers and leaders can have similar traits, there are usually differences between the two. The purpose of this discussion is to examine the differences of manager and leader behaviors.
According to (Burns), “transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." the strength of the vision, transformational leaders are get followers to get their expectations, and motivations to work and achive their goals.
Cultivating a strong team comes from casting by individual strengths; providing a strength based approach to the work compared to a deficiency approach. “The LMX model focuses on the unique relationship-based exchange between a leader and followers (Nahavandi, 2015).” True diversity comes from the subtle differences between individuals. A competent LMX leader will be able to tailor their real life experiences to their leadership style, incorporating a high level of respect, deeper trust, and continually growing relationships with followers (Nahavandi, 2015). Essentially, Acme Airlines is asking managers to create “in-groups” for the flight attendants to build trust and emotional bonds (Nahavandi, 2015). Nahavandi (2015) cautions from selecting in-group members based on personal relationships, instead focusing on creating a workable team. In-group responsibilities might be to specific domiciles or perhaps to training and building relationships with new flight attendants. Effective in-groups of flight attendants would meet a wide variety of needs for all flight attendants as well as keep membership fluid (Nahavandi, 2015). For Acme Airlines to continue to be proactive in their leadership, deepening the experience of in-groups to become leaders provides more connection to the work; giving individuals more purpose. If two in-group members were tasked with creating their own in-group, there
There are sub divisions of the In-group, as far as the different organizations; you are a Sig-Kap, TKE, Skull, AST, etc. This is turn creates In-groups amongst the In-group. Each individual organization sees themselves as ?good? and in turn everyone else is ?bad.? Which is a predominate theme in IngroupOutgroup Theory.
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
Organizational justice and motivational theories, like the equity theory, may be used to attain this (Greenberg, J., 2013). Since GM seeks to make their employees speak up, it may come up with a system where those who speak up will not only be recognized, but will also be rewarded with both tangible and intangible incentives. A review of how the leadership is in GM can also help address its problems. The leader-member exchange (LMX) theory of leadership focuses on the dynamic relationship between supervisors and subordinates (Clemens, E. V., Milsom, A., & Cashwell, C. S., 2009).
It is important to distinguish the difference between teams and groups. The main difference is that teams work altogether toward a common goal whereas groups can work altogether but for their own objective. It is important to highlight that a group does not necessary need a leader to follow but a team does and this leader will set directions to achieve the goal. In teams people are more committed as they share their ideas, they know the purpose of what they are doing and what the others are doing, they understand better individual objectives and team objectives whereas in groups, generally people are just told what they have to do without further explanations. Because in a team people get to know each other, it builds trust and enhances communication but in groups, people do not really know each other, do not trust or communicate effectively with each other. In teams it is frequent to see constructive conflict as people talk more openly and more honestly but in group it is quite rare. Eventually, people in teams are more involv...
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
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.
Carly who is trying to be successful in her career; uses the Jack’s team for major showcase advertisement because they are willing to go extra mile by working in weekends, and his team is very is very talented. This way Carly gets the most work done in efficient manner, and gets to build strong network with her customers by make them happy. While she neglects the work of other team; who is also trying hard to be in group with Carly, but Carly does not notice their work or simply thinks it is going to be challenging for them. According to LMX theory, leadership making emphasize that Leader should always develop high quality relationship with all of their followers rather than just a few. It attempts to make every follower feels that they are important, and he or she is part of the in-group. It avoids the inequalities and negative implications of being in out of group. Carly by not being fair to all her followers, she is creating inequality in her workplace that results into dissatisfaction and low morals in Julie and Terry’s team. LMX theory describes leadership and prescribes leadership. While it is important it realize the existence of in- group and out-group, it is also very important to create special relationship with all the
Jennifer Unger & C. Anderson Johnson, “Explaining Exercise Behavior and Satisfaction with Social Exchange Theory,” Perceptual and Motor Skills 81 (1995): 603-608.
LMX (leader-member exchange) Questionnaire is a test that has been developed from the LMX theory, which works through defining and prescribing leadership (Northouse, 2010, p.154). In the process of describing and prescribing leadership, the central concept of the process is dyadic relationship that a leader develops with each of his/her subordinates. Multifactor Leadership Questionnaire is an instrument used to measure transformational leadership. In studies where this instrument is used, transformational leadership was definitely associated with subordinates’ satisfaction, performance, and...