The Role Of Leader Member Exchange Leadership Theory On Organizational Behavior

The Role Of Leader Member Exchange Leadership Theory On Organizational Behavior

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There is no agreed-upon definition of leadership. Most definitions, however include some common ingredients: the leader, the team, and the project or purpose. What if the project is not a transactional task but is, instead, one of personal, professional, and/or spiritual development? Does the guide in this type of relationship deserve to be considered a leader? Is mentorship more than just a tool used by leaders, instead constituting its own unique category of leadership?
The following review presents a discussion of five articles related to leadership. This discussion will identify themes shared by the five articles followed by a presentation of the author’s recommendations for applications of the concepts presented in the articles.
The first article presented is Leader-Member Exchange and Organizational Behavior: The Roles of Identification with Leader and Leader’s Reputation by Huang Jiaxin, Wang Lin, and Xie Jun (2014). Jiaxin et al (2014) explored the role of Leader-Member Exchange leadership theory in organizational behavior. The authors asserted that followers tend to follow a leader rather than an organization, so the more value a leader is perceived to have, the more likely it is that others will follow him/her. According to the authors, if a leader with a desirable external reputation aligns himself/herself with organizational values, followers will also align themselves with the organization’s values in an attempt to be more like the leader. The basis for this alignment and desire to identify with the leader, according to Jaixin et al (2014) is founded on a deep emotional relationship between the leader and the followers, maintained primarily by the leader.
The second article presented is Are Transformational Leaders C...


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...) built on this foundation to ask whether men and women should have different leadership development strategies based upon their apparent differences in leadership expression and the expectations of potential followers. The authors concluded from the results of their study that male employees should receive additional training on the “softer-skills” of leadership such has interpersonal/intrapersonal and cognitive skills because they rated them as less important than females did. However, the authors did not suggest that female employees should receive additional training on the “harder-skills” of leadership such as task-specific skills and communication skills even though females scored these areas lower than males. This discrepancy seems to reflect a gender bias against male leadership even as the authors intended to highlight a gender bias against female leadership.

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