LMX Theory

In followership there needs to be a leader that inspires and bonds followers together as a unit moving in one direction. Today’s leader has to be more than someone that was placed in a position of authority, a person with a title and a higher salary level. A real leader is found when the behaviors and attitudes of their

23. Does your cultural background influence your views about the effectiveness of leaders who show a great deal of interpersonal sensitivity? Explain. Page 231

Antecedents that influence leadership include factors such as the leader’s personality and ethics, followers’ openness, and cultural norms. Furthermore, the leader’s behaviors affect the process. For example, a leader needs to be knowledgeable regarding an organization’s goals to effectively address and handle difficult situations. A servant leader assists followers in achieving purposes. A leader treats followers fairly and respects personal values. The leader helps followers learn to make choices. An ideal outcome is a favorable effect on the followers, organization, and community. The leader can determine which needs will help followers progress and plan to meet those needs through developing programs or obtaining funding (Northouse, 2016).Servant leadership is important for management because it affects employee’s productivity. While a manager requires work to be completed and appears unconcerned if an employee has a problem, the servant leader may help a follower so he or she can work successfully. For example, although a manager may penalize an employee for arriving late, a servant leader may ask the employee what he or she needs to arrive to work on time. After the leader and the employee successfully collaborate, the effect is that the manager is appeased and the employee keeps a job. A servant leader can help employees develop a supportive community

“Culture is to a human collectivity is what personality is to an individual” (Hofstede, 2001). By this, Hofstede means that culture aids in identifying a people group in the same way that a personality identifies a person. This means that in the same way that people with differing personalities but similar values can be servant leaders, unique cultures with the same foundational emphasis on service and leadership can practice servant leadership. This is important to remember when evaluating servant leadership in various cultural

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

Leaders who are well versed in the foregoing leader-follower communication concepts will also be successful in global and in cross-cultural environments (Rentfrow, 2007). For example, when leaders: (1) model willingness to engage others; (2) are sensitive to differences/diversity; (3) promote the establishment relationships beyond their immediate environment; and (4) eliminate organizational barriers, these principles are universal and

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.

After reviewing "Seven Habits Profile", I realized that maintaining a balance in the emotional bank account section is necessary for a leader. My first weakness as a servant leader I'm too kind; therefore, some people might take advantage of my kindness. My followers might see me as catering to their needs excessively; therefore, I might lose my authority. Liden, Wayne, Liao, and Meuser (2014) claimed that servant leadership isn't limited to create a pleasant work atmosphere because this form of leadership directly influences the performance level. Judge, Bono, Ilies, Gerhardt (2002) also argued that agreeable individuals tend to be seen as passive and compliant, it makes sense they would be less likely to emerge as leaders. The human nature

Effective followership is an essential component of effective leadership in that, without good followers, the leader’s work is difficult and cumbersome. The role of the follower is many times understated. As illustrated by Kelley (1998), “effective followers are thinkers; energetic and assertive, self-starters, independent problem solvers, and carry out their tasks with these characteristics (p. 143). Effective followers also are characterized by their ability to perform tasks with little supervision, their intelligence, and ability to think for themselves. We are all followers, even those who consider themselves leaders; so to encourage this effectiveness in others; we must be role models for those under us, so that they may also be effective at following. Chaleff (2009) observed that “all important social accomplishments require complex

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).

H., Ang, S., & Shore, L. M. (2012) ‘Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries’. Journal of Applied Psychology, 97(6), 1097–1130.

In group and Out group concepts are well defined which exemplifies the quality of exchange relationship is defined.

The study in to the area of followership has been overshadowed by leadership for many years, and continues to lack in research studies to examine this important topic. American culture may be partly responsible for “follower” having a negative connotation. Sayings like “always a leader, never a follower” help to reinforce this idea. Leaders are looked upon as an elite class, while followers are viewed as people who did not achieve.

Conrad Hilton recognized the importance of individuals in the realization of success. He took a personal interest in all of his followers by paying attention to their concerns and mentoring them (Alef 2009). He encouraged two-way communications between him and his followers to allow the people to express their views. He tolerated differences among the employees and delegated most of the work to others. This leadership style is important as it takes into consideration individual views of every person and makes the employees feel valued (Eeden et al. 2008). Globalization has led to the establishment of multinational companies that draw their employees from different backgrounds. There is need for leaders to understand their followers and tolerate their differences for the success of the entire team.

Chapter one portrays the importance on followers and provides some insight and labels different types of followers. Riggio et al (2008), provides examples on the various styles of individuals as followers, for instance, the sheep, the yes-people, the alienated, the pragmatics, and the star followers. Furthermore, these classes of followers provide a better understanding to leaders on why one performs in an organization.