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23 Cards in this Set
- Front
- Back
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Leader Member Exchange Theory |
deviates from prior theories by focusing on the interactions between leaders and followers the dyadic relationship between leaders and followers is the focal point of the leadership process. considers differences that might exist between the leader and each of the leader's followers |
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LMX differentiates because... |
before, leadership was looked at as "something leaders do towards all followers"- an average leadership style. LMX considers differences between each individual follower |
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Early LMX studies: Vertical Dyad Linkage (VLD) |
first to introduce exchange perspective to study of leadership. focuses on the series of vertical linkages leaders formed with each of their followers found 2 general types of linkages: in-group and out-group. |
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in-group linkages |
expanded/negotiated role responsibilities: -mutual trust, respect, liking, and reciprocal influence. -more info sharing, influence, confidence, and concern from leader -more dependable, high involved, & more communicative than out-group -leaders & followers do "extra" things for each other |
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out-group linkages |
formal employment contract marked by formal communication based on job descriptions -leaders and followers are less compatible -usually just come to work, do their job, and go home |
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in-group/out-group status based on: |
A. how well they work together B. how followers involved themselves in expanding their role responsibilities with the leader C. negotiations in performing activities beyond the formal job description |
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Later LMX Studies |
LMX theory related to organizational effectiveness resulting in positive outcomes for leaders, followers, groups, and organizations |
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High-quality relationships result in: |
*less employee turnover *more positive performance evaluations *higher frequency of promotions *greater organizational commitment *more desirable work assignments *better job attitudes *more attention and support from the leader *greater participation *faster career progress |
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Leadership Making |
leadership approach that emphasizes that the leader should develop high-quality exchanges with ALL followers used LMX research to understand how these exchanges can be used to "make leadership" |
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3 Phases of Leadership Making: |
Phase 1: Stranger Phase 2: Acquaintance Phase 3: Partnership |
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Phase 1 of Leadership Making: Stranger |
interactions are generally rule bound: rely on contractual relationships relate within prescribed organizational roles experience lower-quality relationships follower has self-interested motives instead of focusing on the good of the group. |
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Phase 2 of Leadership Making: Acquaintance |
begins with an offer by a leader/follower for improved career-oriented social exchanges: testing period for both the leader and follower. shift from formalized interactions to new ways of relating relationship quality improves: more trust and respect start to shift focus from self-interest to group goals |
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Phase 3 of Leadership Making: Partnership |
tested relationship found to be dependable marked by high-quality exchanges- depend on each other for favors high degree of mutual trust, respect, obligation, and reciprocity towards each other highly developed patterns of relating that produce positive outcomes for the leader, follower, and organization |
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During the testing period of Phase 2 of Leadership Making, both followers and leaders ultimately look for: |
performance |
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Summary of Phase 1: Stranger |
roles are scripted influences are one-way exchanges are low-quality interests are self-serving. |
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Summary of Phase 2: Acquaintance |
roles are tested influences are mixed exchanges are medium-quality interests are self-serving and other. |
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Summary of Phase 3: Partnership |
roles are negotiated influences are reciprocal exchanges are high-quality interests are for the group. |
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how the LMX Theory works: |
based on the dyadic relationship the leader forms with each individual follower works in 2 ways; it is both descriptive and prescriptive |
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LMX "descriptively".. |
important to recognize the existence of in-groups and out-groups and understand their differences working with in-group allows more effective and efficient functioning because both followers and leaders go beyond their prescribed roles out-group members avoid extra-role activities and only work within their prescribed roles- nothing more! |
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LMX "prescriptively".. |
leaders should create special (in-group type) relationships with ALL followers leaders should look beyond their own work unit and create high-quality partnerships with people throughout the organization followers can understand the factors that leaders look for in developing high-quality relationships |
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LMX Theory in application: |
directs managers to assess their leadership from a relationship perspective can be used by management/leadership at all levels and in different types of organizations can be used to explain how individuals create leadership networks |
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Strengths of the LMX Theory: |
1. strong descriptive theory 2. unique: only leadership approach that focuses on the dyadic relationship 3. emphasizes the importance of communication in leadership 4. alerts leaders to potential biases 5. large body of research linking LMX to organizational effectiveness |
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Criticisms of LMX Theory: |
1. runs counter to basic human values of fairness 2. theory not fully developed 3. not adequately explained contextual factors that may impact LMX relationships 4. questionable methods for measuring LMX |
