Transformational Leadership Theory

This helps in maintaining a friendly relation with the members later on. This in turn, helps in the motivation of employees which result in the firm’s success.

Respecting individuals, promoting equal opportunities and respecting different cultures and values can help to improve partnership working.

After working in this position for a while working in groups and introducing new group members is a key ingredient in building teams and relationships. In groups and teams, relationships are the feelings, roles, norms, statuses, and trust that both affect. They reflect the quality of communication between a person and others. The variables that have an important effect on relationships are made with others in small groups. These are the roles a person assumes, the norms or standards, the group develops, the status differences that affect the group's productivity, the power some members have, the trust that improves

In other words in-groups include strong social ties to their leader in a supportive relationship characterized by high mutual trust. Plus, Leaders also use expert, referent and reward to influence. (pg432)

When getting a result is the purpose of a team, a triad is better than a dyad as it allows for this voting to take place. As I mentioned to BGIedu, a triad can have a two-to-one vote, allowing a better chance at task accomplishment. Task accomplishment is also achieved because triads stay on topic better than dyads due of this voting ratio: if one member of a dyad decides to go off topic, it is easy for the other to follow his or her lead. In a triad two out of the three members would need to 'agree' to follow an unrelated discussion.

Everyone is a member of different organizations in different occasions. Human activities are built on relationships (Homans, 2009, p. 1), so relevant researches about relationship began decades ago (Vangelisti & Perlman, 2006, p. ix). Leader-Member-Exchange (LMX) theory is a kind of leadership style, which concentrates on a dyadic relationship between leaders and members (Graen & Cashman, 1975). This is a long time history, people began to research relationships between leaders and followers, and affect that relationship impacts on leaders and follower (Graen & Uhl-Bien, 1995). Most of previous researches of LMX theory focused on members to claim high-quality LMX relationships could cause followers’ high job satisfaction, good work engagement because of the plentiful and abundant work resources (Breevaart et al., 2015, p. 754), and positive knowledge sharing (Hassanzadeh, 2014). Followers’ expectations also can be concentrated (Little, Gooty & Williams, 2015, p. 11).

Leadership is a state of being a leader/head of a group of people, organization, and/or country. Ken Blanchard state that "As leader, we hold the lives of others in our hands, and these need to be gentle, caring and always available to provide support" (pg.2). Every leader has different styles or different ways of leading his people to achieve their common goal. This paper will talk about leadership theory and will compare and contract each theory from the each other.

As such, our group was able to use this to our advantage to foster loyalty and trust which amounted to increased productivity.

Human beings innately seek community and membership. Myers and Rosenberger (2012) explain that “humans, as social creatures, look to others for affiliation” (p.14), which corresponds with Over and Carpenter’s (2009) statement that “human beings are intensely social creatures and, as such, devote significant time and energy to creating and maintaining affiliative bonds with group members” (p.F1). This intrinsic desire for group affiliation, while important in evolutionary human survival, poses concern for today’s leaders who utilize team collaboration to achieve organizational goals. In team settings, it is important for managers to understand human social dynamics, and recognize if group behavior mimicry develops.

This paper will look into the VDL theory otherwise known as LMX theory, apply relevant situations to the leadership theory, and formulate a plan of implementation to exercise future understanding and the concepts to practice ongoing enhanced personal management style. This will be accomplished by exposing key questions and problems and make an analysis of the information from the brief history of LMX theory. Leading into the concept of vertical dyads, in and out-group understandings, initiatives that can be predictors of team or group status, applying reason to management trait with the conclusions that can be compared to other relevant tested results.

- setting team targets achievement rather than individual achievement. The significance of coworker cooperation is frequently neglected. Be that as it may,

Organization structure defined by leadership has a considerable impact on the formation of social networks. From psychological research during the 1940s and 1950s, it became evident that individuals gather into groups as a result of interaction opportunities, most commonly defined by places where people meet (Burt, Kilduff, and Tasselli, 2013). While it has been established that different social network structures can prove to be advantageous in differing scenarios, it is often believed that a greater number of connections in the workplace is beneficial, as meaningful relationships can lead to a sense of belonging and pride in an organization. Consequently, in many scenarios, facilitating interaction opportunities can be a common goal of management; providing employees the opportunity to get to know and learn from one another, whether through onboarding or continuous employee development, promotes the forming of groups and increase of density in a social network. As groups form, a new identity may be created, often characterized by signs of symbolic convergence. These signs might take on the form of inside jokes, symbols, behaviors, or similar views and begin to define what it means to be in the group. At the same time as a group forms, an in-group and out-group frequently begin to develop—those who belong to the group in question and those who do not. The membership discrepancy among in-groups and out-groups can turn problematic if taken too far. Although there is some

v. It saves you from being blindsided by concerns you didn’t know about. If everyone has a seat at the table, concerns can be aired and resolved before they become stumbling blocks.  Even if they can’t be resolved, they won’t come as surprises that derail the effort just when you thought everything was going well.

I will be looking at how goals related to work play a role in the company’s success. This is crucial in the workplace because knowing how interpersonal relationships work at the place you’re committed to and how to deal with conflicts associated with work helps with preparation of future work related to psychology. Also, it enables the staff to construct a plan that works best with people working. Since I decided to do my field work in regards to social interactions between the workers, I chose to review an article that looks at how status groups have an effect on each other in the workplace.

Team intensification theory explains the close, frequent contact between individuals with equal status in pursuit of common objectives decreases prejudice. Two other elements assist in this process: absence of competition between groups and authority support or enforcing the contact (Lepadatu and Janoski. 2011, p. 62). Integration and learning perspective and tokenism had some minor applications and insights but not to the degree of social interactionist theory or team intensification theory.