Importance Of Leader And Subordinate Relationship

Leading subordinates to success starts with building trust with your subordinates. It is important to gain trust throughout the ranks because without trust it is hard to influence Soldiers and complete the overall mission. You do not just receive trust automatically because you are a leader, you have to earn

Leaders should use their self-developed skills to serve their subordinates. As a leader, the responsibilities never seem to diminish. Yet, effective leaders are always able to care for their subordinates in all aspects of life. This is on top of their other responsibilities. Serving others above oneself improves mission readiness and fosters an atmosphere of success.

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.

Situational leadership theory “specifies the appropriate type of leadership behavior for different levels of subordinate maturity in relation to the work” (Yuki, 2006, p. 223). For less mature subordinates may require a leader to be more task and directive-oriented to provide guidance that will help mature the individual. Mature subordinates require less task-oriented structures and work best when a leader uses a relation-oriented method.

subordinate leaders may be seen as a good use of several principles of mission command. This

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).

Leaders are the central figures in a team, and they are attributed to the largest share of blame or praise depending on the performance. New leaders in an organization are faced with many challenges on how to start making an impact and successfully lead the subordinates on the set mission. According to Kangas (2013), the key element for a new leader is to establish interpersonal links and relationships that are necessary for learning about the organization. The success of the leader and the organization as a team depends on the quality of interpersonal relationships that develop to help the leader in implementing their mission. Additionally, the influence of leaders over their followers is largely founded on the interpersonal relationship as members of a team (Kangas, 2013). Another major source of challenge for leaders in organizations is the implementation of changes that affect the existing relationships and roles in major operations. BBBSA demonstrates the challenges that can arise for new leaders in organizations in implementing changes and the effectiveness of the Leader-Member Exchange (LMX) theory in addressing leadership issues.

| This model best applies to the managers and leaders that are hired from within the organization have to be careful of what is done with his or her employees and how he or she tries to change what is happening with the employees on the floor so if the employees are happy with what he or she is doing at the workplace the manager should not change it. Managers or leaders should realize that change could have consequences if he or she decides to make changes the employees are not particular or used to doing the certain way the manager or leader likes to see this done. Managers and leaders need to take in consideration of how the employees feel about what the changes being made from the manager. The employees have good communication with each other but if the communication is not the way with the manager then there could be problems. Communication is one of the things that a manager or leader has got to have behind them because when he or she does not listen to the employees about the changes being made this could cause problems between the employees and the manager. This model is being used at many types of organizations.

The dyadic relationship expressed in the LMX theory is an explanation of the two person relationships formed between leaders and followers, within each of two types of groups; either the in-group-marked by high quality exchange relationships,

The role of the follower and the quality of the relationship itself are informally negotiated between followers and their leaders over time (Gils, Quaquebeke, & Knippenberg, 2009). Based on the LMX theory, leaders build a special relationship with an inner circle, or “in-group”, of followers, who often get high levels of responsibility and access to resources. The in-group members work harder and are more committed to task objectives. They are also expected to be totally committed and loyal to their leader. Conversely, other followers fall in the “out-group" and are given low levels of choice or influence. Aggression, sarcasm and a self-centered view are qualities seen in the out-group. The quality of the LMX relationship varies and is better when the challenge of the job is extremely high or extremely low (Graen et al., 1982).

The role of senior staff or leadership plays a critical function to deliver effective performance management in an organization. The line managers are responsible to manage the performance of their employees, where both parties are agreed to actively and continuously monitor the employee’s performance development plan. Line managers manage performance throughout they year by monitoring achievements.To achieve this, senior staff should

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

Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).

LMP is Leader Motive Profile, LMP Theory attempts to explain and predict the leadership success based on a person’s need for achievement, power, and affiliation.

The basic assumption of SLT is that leader task and relationship behaviours are moderated by the level of follower readiness (Blank et al., 1990, p. 580). The level of follower readiness determine the appropriate amount of leader task and relationship behaviour. As the level of follower readiness changes the amount of leader task and relationship behaviour should change to match the level of follower readiness.