Vertical Dyad / Lmx Theory

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.

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.

It directs our attention to the importance of communication in leadership (Northouse, 2015). With leadership making approach, leaders should establish an interactive relationship with followers through keeping a high-quality communication in a positive and effective manner. In the group project, Andrea is more likely the one managing the team. During the stranger phase, no one would like to be more actively share information. After few days, in the acquaintance phase, Andrea and other members begin to have some social exchange. The team has not experienced the phase of mature partnership where the leader and followers have high-quality exchanges though having

The Reciprocal Approach to leadership can be described as a relational, shared process with an emphasis on follower participation in the leadership. (Komives,

Shared or collective leadership is best described as the leadership style that incorporates every team member as a leader. Leadership is claimed by the entire team not just individual managers. The decisions and who makes them is distributed and aligned between individuals and their respective areas of responsibility. This style of collective leadership is structured in a multi-directional and transparent manner within a flattened hierarchy. Direction, decisions, and communication is generated and dispersed within the team of leaders. With this style of leadership responsibility for the success of an organization or an idea is distributed amongst the leadership team.

Relational is the interactions between manager and followers. The followers want inspiration and motivation from their manager. Without good employees the manager and the organization have nothing. The manager must build the relationship every

Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”...

Lord, R. G., Brown, D. J., and Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78(3), 167-203.

Komaki, J. L., & Citera, M. (1990). Beyond effective supervision: Identifying key interactions between superior and subordinate. Leadership Quarterly, 1(2), 91-105.

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).

Leadership is a process of influencing activities of a particular group of people with the aim of attaining certain stipulated goals. In defining leadership there is need to consider a particular group, the common goals and the duties that are allocated to specific members of the group depending on their abilities (Fiedler 1976). Leadership therefore cannot successfully occur unless members of the group are given different considerations in terms of personality, traits and responsibilities. In considering leadership, it is important to look at the leader, the group or organization they are leading, the members as individuals and the situation; these are

In part two, Author sheds light on relational leadership. Relational leadership applies to everyone irrespective of gender, race or seniority. Leadership is always considered as power and authority but in day to day life, leadership is not about power and authority but it is about taking people with you, motivate them, show confidence in them and show that you believe in their capability. People work better if they are motivated. In my career I have worked for several different managers but one of the mangers, Amar for whom I liked working the most. I worked for Amar for few months during intra skills development program. He was a people oriented person. Also, he was famous for developing leaders in the team. When I started working he gave me the project to work on and told me to lead it and handle it through the completion. He let me take the decisions and

To define leadership as a process, it can mean that leadership may not be a trait or characteristic that resides in a leader, but rather it is more of a transactional event that occurs between the leader and the followers. This process affects both the leader and the followers. It does also say that leadership is not a linear one-way process but involves the whole team to interact with the leader and work together as one. In addition, some researchers define leadership in terms of power. The power relationship that exists between the leader and followers. From this point of view, it’s said that leaders have the power to captivate and wield an effect to change others. It is a transformational process that makes followers to accomplish more than what is expected. Finally, other scholars believe that leadership could be skill motivated or seen from a skill perspective. This can be defined on how followers can be using the capabilities (knowledge and skills) from the leader to make effective leadership.

This era has become very competitive and in order for organizations to be successful they need leaders to establish and manage relationships and lead their subordinates accordingly in order to achieve the company’s mission and objectivity. Leadership overall plays a very important role in the success of a company because the leader controls their subordinates behavior. If subordinates have uncertainties that are not directed accordingly it can result in an unhealthy environment, and in turn it will affect the growth of the organization, therefore good leadership is necessary.

Despite the advantages associated with a shared leadership approach, some disadvantages also exist. One disadvantage originates from individual interpretations of teamwork (Baghai & Quigley, 2012). In other words, not all people in a work environment view working together the same, posing a leadership challenge to clearly delineate the organization’s concept of team. Other disadvantages arise when workers chose to bypass or overlook some team members, or when an individual lacks the confidence to exhibit leadership skills resulting in organizational loss of leadership potential (Pearce, Wassenaar, & Manz, 2014).