Analysis Of Vertical Dyad Linkage Theory

Path-Goal Theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship. The leader must consider follower’s valences, instrumentalities, expectancies, equity of rewards, and accuracy of role perceptions when assessing the requirements of his followers. Additionally, personal characteristics of subordinates determine how the environment and leader are interpreted. Effective leaders clarify the path to help their followers achieve organizational goals and facilitate the journey by reducing roadblocks and pitfalls. This approach assumes that there is one right way of achieving a goal and that the leader can see it while the followers can not. This casts the leader as the knowing person and the followers as dependent, thereby limiting the development of the follower. While the path-goal theory has some validity, Bass argues that better leaders integrate a task-oriented and relationship-oriented approach (Blake & Mouton, 1964) as well as demonstrate their ability to clarify the path to the goals (Bass, 1960, 1990). Furthermore, this transactional

The Jake’s Pet Land case study is an example of leadership and follower situations, highlighting the key points of each role within an organization. This case is a study on how the leader-member exchange (LMX) impacts the outcomes of workplaces. According to Daft, LMX is individualized leader model that explores how the relationship between leader and follower develops over time and how the quality of the exchange relationship affects outcomes (Daft, 2015, p. 54). The LMX in many cases is the foundation an organization is built upon, because of this comes a great understanding between management and subordinates. There is a massive difference between being a manager and an effective leader, and throughout Jake’s Pet Land case study this notion is very evident.

The leader-member exchange theory often referred to as LMX, is a management theory which analyzes the relationship maintained between the manager or the leader and the members or subordinates within a group and organization. It further explains how this relation can either help the firm in growing or hold it back to its current position.

Every group, team, or organization has a leader. That leader has to have certain qualities to be well respected and followed by his or her following. Not only does the leader have qualities and responsibilities to maintain but also the group’s members. Both the leader and individuals in the group must have respect, fear, and honesty among each other to be a productive group.

Transactional leadership is built on reciprocity, the ways in which leaders and followers influence one another, and the idea that the relationship between leader and their followers develops from the exchange of some reward, such as performance rating’s, pay, recognition, or praise (Marturano, 2004). This style of leadership does not promote a close relationship amongst the boss

Leaders are responsible for providing direction, implementing plans, and motivating people. Their main focus is to create relationships based on trust, thus making employees feel a part of the plan, not just hired as indentured servants. Therefore, collaborative goals are developed to foster mutual respect and dignity for all. In chapter eight, the authors, Kouzes, and Posner both believe Leaders should take the initiative to foster collaboration, and encourage others. The authors state, “Leaders nurture self-esteem in others. They make others feel strong, capable, and confident to take both initiative and responsibility (Kouzes, and Posner, 2012). This is something I have never received from my leaders. Therefore, I have never thought it was

Adam and Phillip had a good leader-member exchange (LMX) relationship. It appeared that Phillip had established an in-group exchange relationship with his employees, which resulted in them having similar characteristics, one of which was a dedication to customer satisfaction. The benefits of having a good LMX relationship for the follower include more interesting assignments, greater authority, and tangible rewards such as pay increases. For the leader, benefits include increased effort and initiative of followers to carry out assignments and tasks successfully (Daft, 2015, pg. 54).

The two recessive alleles are both on the same chromosome. Genes A and B completely follow Mendel’s principles of inheritance; genes B and C are physically connected together and never are separated from each other at any time during any cell division cycle or fertilization event. Draw below the gamete genotypes that this individual could produce.

Leaders foster collaboration and build trust by empowering others to take initiative and responsibility (Kouzes & Posner, 2012). Within this practice, leaders focus on building a bond with their constituents, sharing information, and enabling their team to make independent decisions to meet goals. The primary goal of this practice is building trust with constituents. In addition, communicating interdependence and fostering collaboration are critical to this practice. The role of an exemplary leader is to create a connected environment where people feel supported, competent and

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.

According to the leader-member exchange theory the relationship between leader and the member develops over a period of time.

The modern leadership theories (hereafter, theories) recognise the importance of followers in the leadership process. These theories view leadership as an interaction between leaders and follower. They focus on the relationship between a leader and follower and view this relationship as the core to the success of any organisation. Kirsty’s leadership may be seen as reflective of all the path-goal theory, leader-member exchange theory (hereafter, LMX theory) and the transformational leadership theory (hereafter, TLT). In this report a discussion will be provided of the ways in which Kirsty’s leadership may be seen as reflective of all these theories and approaches to leadership. A critical analysis of the strengths and weaknesses of Kirsty’s leadership for the Sandwich Company’s (hereafter, company) will also be provided to highlight how these factors could interplay in the company’s continued success. The success of the company illustrates that Kirsty effectively uses the guidance provided by each theory to inform her leadership practice. However, the company’s internal and external environment is starting to change. Therefore, the potential weakness inherent in the theories associated with her leadership style could come to surface which may delimit the company’s continued success.

The 1970s brought a number of emerging leadership theories, these theories focused on the importance of a leader 's charisma to leadership effectiveness. Many of these theories and models were the same. Transformational leadership theory separated itself between the transactional and the transformational leader. This leadership theory focuses on role and task requirements and utilizes rewards contingent on performance. Research shows that in contrast, transformational leadership focuses on developing mutual trust, fostering the leadership abilities of others, and setting goals that go beyond the short-term needs of the work group.

Shared collective and leader-member exchange (LMX) represent two types of leadership approaches utilized in organizations. Each approach represents a different set of relationships between leaders and followers and the impact the relationship has on organizational outcomes. Baghai and Quigley (2012) write the definition of leadership has continued to evolve and symbolizes different concepts such as productivity, purpose, and people. This paper will explore both the shared collective approach and the leader-member exchange approach and the relevance of each approach to current organizations.

Research on management and leadership in organizations over the past century shows there are still no clear definitions or answers about what counts as effective and successful leadership; the field remains varied and argued. Actual studies of leadership began in the early twentieth century. The research and studies on leadership have resulted in defining what characters, traits and attitudes are considered to be significant for leaders to possess. The early studies of leadership theories focused on the person and their behaviors, currently known as leadership trait theories and behavioral theories. It is important for organizational leaders and managers to understand what characteristics, traits and actions of an individual mark a great leader when forming a strong diverse workforce.