Relationship Between Leaders And Follower Selves

The Leader-Member Exchange Theory is centered on interactions between the leader and follower. In this case the leader is Jerry and my coworkers and I are the followers. The relationship between leader and the follower in this relationship is defined by formal roles. The formal roles in which I am speaking about is only working

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.

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

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.

Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.

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).

Abstract: There are numerous definitions of leadership, all of which contain elements related to people (the leader and the follower(s)), communicating in person or by the written word, actions (organizing, directing, coaching, and/or motivating), and for a purpose (meeting a goal(s) or accomplishing a task(s)) (ADP 6-22) (Fisher 2015) (Bolden 2013) (Hogan 2005). Additionally, everything done occurs within a given context. Effective leaders are poised, proficient, pertinent, and practical in the application of the art of leadership. This means leaders are ready to engage the group with effective methods and

She trusts them, their expertise, and their commitment to her vision. Along with defining in and out groups, the LMX Theory stresses the importance of deep and meaningful exchanges between leaders and followers. In doing so, leaders make each person feel like they are in the ‘in-group’ which builds confidence and makes people more willing to work harder for her

We have learned from earlier sessions of this class that individuals inherently possess certain biases. Leaders need to understand that they will inherently have stronger relationships with followers they like or are similar to them. In a multi-cultural situation, this can result in the leader allowing biases to prevent them from developing relationships with those that are culturally different, or that they do not “like” as well as others. This leads to a lower expectation on that follower as part of the “out-group”, less resources and guidance provided, and generally a weaker relationship between the leader and the follower. All of this translates to lower levels of performance and commitment from the follower. Leaders must ensure they don’t allow “liking” of certain followers to cloud their perception of others or the quality of their work and commitment. Conversely, leaders can benefit from this relationship by “liking” all of their followers and developing strong relationships with each of them individually. This is accomplished by the leader maintaining a positive implicit follower theory in regards to each of their followers. Leaders who have more positive perceptions of followers are more likely to judge and treat them favorably, resulting in greater “liking” and stronger LMX

To fulfill the social needs path-goal theory is useful for a leader than any other theories to be successful in a management. This theory is based on emphasizing a leader 's technique and actions that fit the employee, and the work atmosphere in order to achieve a goal within an organization. Also, in an organization, for leaders it is crucial to motivating the subordinates to achieve a goal; and this theory specifically sheds a light on why it is beneficial for leaders to utilize path-goal model over other theories to achieve that goal. On the contrary, the leader-member exchange theory creates favoritism. As this theory solely based upon the interaction founded between the leaders and the followers, it shows in terms of leadership perspectives how leaders treat their followers in a collective way, by leaving the ones who disagrees with him or her. This theory exclusively focuses on utilizing the leader’s ordinary leadership approach over going above and beyond in the management setting. Although there are quite a few positive features of the leader-member exchange theory, however, it splits up the subordinates among each other by creating a rift among themselves. This happens only due to the leaders approach on it, since it is based up how a subordinate gets along with the leader. This means a group of subordinates ends up benefitting from this leadership approach and another falls behind.

Bridget H. Mueller and Jaesub Lee developed the Leader-Member Exchange/Leadership Scale in 2002. Unlike the average scale, this particular scale consists of seven questions at the end of the article. Each question measures leadership based on the topic of leader- member exchange in some shape or form. As far as reliability, Mueller and Lee explains, “subordinates’ LMXs with their superiors are tightly coupled with larger group and organizational contexts with respect to communication

Leader-Member-Exchange (LMX) –Divides relationships into: In-group: * –Special status of follower with leader: trust, liking, respect * –Work hard in exchange for opportunities Out-group * –No special status: less motivated, less competent, etc. * –Less opportunity given 5. Substitutes for leadership –Follower

Riggio, R., Chaleff, I., & Lipman-Blumen, J. (Eds) (2008). The Art of Followership How Great Followers Create Great Leaders and Organizations. San Francisco, California: Jossey-Bass.

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.

The leader-member exchange (LMX) theory is a theory based on the belief that there is a positive correlation between the quality of the relationships between a leader and their direct reports and the success of the organization (DuBrin, 2009, p.143). A manager within my organization effectively communicated using downward relations in the following ways.