Lmx Theory

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

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.

Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

Anderson (2012) suggests leaders acquire power and focus on empowering others, as well as motivating and inspiring others. Leaders are influential, sincere, and take risks. Managers are given a formal role and are assigned specific duties with definite responsibilities. Managers plan, organize, coordinate, and control (Kelly & Crawford, 2008). Clearly there is a significant amount of overlap between leaders and managers. In order to effectively lead and manage this new facility, it is my ambition to incorporate the best characteristics of both. Effective application of both skill sets may assist me to provide a balanced and productive work environment.

A leader has been defined as someone who can influence individuals to do things that accomplish a common goal. It is described as a “person or thing that leads” or “a guiding or directing head” (Yukl, 2010). One of the main definitions of leadership is the process of influencing others to understand and agree about what needs to be done and how to do it. The Executive Director of Community College Initiatives has shown to have these qualities. Heading up a new department while working with limitations and still getting task accomplished shows strong leadership and management skills. While leadership deals with the process of influencing the activities of an organized group toward a goal or achievement, Managers deal with the stability and order on how to run things (Rauch, 1981). While manager’s deal with stability and order on how to run things efficiently, leaders look at the big picture. Effective leaders have good managers working for them. One can be a good manager but not an effective leader or someone can be a good leader but cannot manage well. Leaders and managers take two different paths to reach a common goal for an organization. Leadership and management are qualitatively different and mutually exclusive (Bennis, 1985). By creating a team of capable managers proves that she has good leadership qualities.

The responsibilities of leaders and manager are both responsible for achieving certain goals. The manner in which goals are obtained are what separates one from another. An individual may be called upon to perform both leadership and management functions within an organization (Burns, Bradley, Weiner, & Shortell, 2012). Leadership can be applied in different forms such as transactional and transformational. Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges (Aarons, 2006).

Many educational facilities recognise the value of effective leadership in a scholastic environment, and subsequently adopt and endorse a range of theories as an effective means of providing additional support and influence for both staff and students, and further to work towards achieving common goals (Reeves, 2006). A comprehensive leadership program is a critical part of any educational structure, where the motivation, inspiration and influence of staff are the central focus (Reeves, 2006). It is developed with support from both the community and school administrators, with the ideals of implementing processes that will result in the educational benefits of students on many levels. Successful school leaders possess a range of personal,

Hughes, R.L., Ginnett, R.C., & Curphy, G.J.  (2012).   Leadership: Enhancing the lessons of experience (7th ed.).

After analyzing this organization, it is apparent to that job satisfaction should be a priority for management. Job satisfaction can be best understood as a positive emotional state resulting from a perceived satisfaction from one’s job (Locke & Lathan, 2007). Employee satisfaction is an important retention strategy based on the knowledge that a satisfied employee is more effective in completing their duties, more productive, and seldom contemplates alternative employment. Achieving a goal of a high employee satisfaction rate consist of implementing compensation and reward strategies mentioned prior. It should be emphasized that employees, regardless of industry respond in a positive manner to positive recognition. Positive recognition can be achieved with more than compensation and rewards. Creating an atmosphere where employees feel like their ideas and opinions matter can be just as effective as monetary and non-monetary rewards. A routinely exchange of ideas

In developing my leadership skills, I used my past experiences with the many leaders I’ve had and decided that I did not want to become that type of manager, or I wanted to adapt their leadership style as my own. The one lesson I’ve learned throughout my years of employment is that leaders bring their own biases into an organization. The Leader-Member Exchange (LMX) clearly identified the relationship

In recognition of the need to mitigate Campbell’s play it safe culture, Morrison set out to begin the transformation of Campbell’s culture by changing the organizational structure of the executive team. With an established vision, Morrison sought to expand the capabilities of the executive team by seeking individuals with the basic leadership characteristics of open and honest communication, cooperation, trustworthiness, and team orientation. Ultimately knowing that leaders with these characteristics could acclimate to her clearly conveyed expectations and align with her vision. Consequently, present executives who were unable to acclimate to Morrison’s conveyed expectations and vision were dismissed, while others were shifted within the organization, and outside talent was brought in (Marcus, 2014). Therefore, the previously established in-group, as outlined in the Leader Member Exchange Model, was diminished. Thus, creating a level playing field as Morrison valued what people continuously brought to the organization, not what an individual did for her personally (DuBrin, 2016; Marcus, 2014).

According to Uhl-Bein,Schermerhorn, & Osbourn (2014) describes two terms in the leadership process, leader member exchange and the social exchange. The leader member exchange term is a study of the bond between a person in a in a group such as a manager and between his teammates. This bond is important to study because it can determine if the group can be successful. For example, if the manager and his team have a great relationship, they would display trust, and develop a respect among each other creating an enriched relationship. An enriched relationship will result in better performance and commitment would be higher. A lack of bond in a relationship involves lack of respect and would lead to negative job attitudes. This will create a negative

The first leadership theory Jamie Escalante demonstrates is Leader-Member Exchange theory. Jamie is waking the hall, looking for his classroom. Jamie enters the classroom, he sees the students standing and talking, he sees girls sitting in boys lap. Jamie tells the student to take a seat. They act like they don’t hear him talking. Jamie tell them again to take a seat, one girl makes a comment asking if the class can talk about sex. Jamie comment, “what one female student mentions could cost me my job.’ The students stop talking and start looking at Jamie and wondering what he is talking about.

To investigate the preferred approach of the ITM from employee’s perspective, two types of data were needed. One is data indicating the direct preference of the employee and two is data indicating satisfaction with ITM being approached in that manner. To determine these two, the questionnaire had relevant questions. The first question of interest was 11. Internal talent management is better than external talent management. The second question of interest is question 10 which directly addresses the issue of satisfaction as a consequence of ITM programs. Question 11. ITM programs improve my job satisfaction levels.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.