Leadership Final Review Chapter 8

Front 1

LMX theory definition

Back 1

-conceptualizes leadership as a process
-centered on interactions between leader and sub

Front 2

dimensions of leadership

Back 2

-LMX makes the dyadic relationship between leaders and followers the focal point of the leadership process

Front 3

development

Back 3

LMX theory first described by Dansereau, Graen, and Haga (1975)

Front 4

revisions

Back 4

-theory has undergone a number of revisions since its inception and continues to be of interest to researchers

Front 5

assumption

Back 5

-LMX theory challenges the assumption that leaders treat followers in a collective way, as a group
-directed attention to the differences that might exist between the leader and each of his/her followers

Front 6

early studies

Back 6

-first called vertical dyad linkage (VDL)
-focus on the vertical linkages leaders formed with each of their followers
-leader's relationship to a work unit viewed as a series of vertical diads

Front 7

early studies

Back 7

-researchers found two general types of linkages (relationships)--based on:
a. expanded/negotiated role responsibilities = in-group
b. formal employment contract (defined roles)= out-group
-relationships marked by formal communication based on job descriptions

Front 8

in-group/out-group status

Back 8

-based on how well subordinate works with the leader and vice versa
-dependent on how subordinates involve themselves in expanding their role responsibilities with the leader
-becoming the in-group: involves sub. negotiations in performing activities beyond the formal job description

Front 9

in-group

Back 9

-more information, influence, confidence, and concern from leader
-more dependable, highly involved and communicative than out-group

Front 10

out-group

Back 10

-less compatible with leader
-usually just come to work, do the job, and go home

Front 11

later studies

Back 11

-addresses how LMX theory was related to organizational effectiveness
-focus on the quality of LMX resulting in positive outcomes for
a. leaders.
b. followers.
c. groups
d. organizations in general

Front 12

later studies

Back 12

-high quality LMX resulted in
a. less employee turnover
b. more positive performance evaluations
c. higher frequency of promotions
d. greater organizational commitment
e. more desirable work assignments
f. better job attitudes
g. more attn. and support from the leader
h. greater participation
i. faster career progress

Front 13

leadership making

Back 13

-prescriptive approach: emphasizes that a leader should develop a high quality exchange with all subordinates
- 3 phases: stranger, acquaintance, mature partnership

Front 14

stranger phase

Back 14

-roles are scripted
-influences are one way
-low quality exchanges
-self interest rather than good of the group

Front 15

acquaintance phase

Back 15

-begins with an "offer" by leader/sub for improved career oriented social exchanges
-testing period for both assessing whether a. sub is interested in taking on new roles and b. leader is willing to provide new challenges
-shift from formal interactions to new ways of relating
-improved trust and respect
-less focus on self interest, more on goals of group

Front 16

mature partnership phase

Back 16

-high quality LMX
-experience high degree of trust, respect, and obligation
-tested relationship and found it dependable
-high degree of reciprocity between leaders and subordinates
-may depend on each other for favors and special assistance
-highly developed patterns of relating that produce positive outcomes for both themselves and the organization
-partnerships are transformational: move beyond self interest to accomplish greater good of the team and organization

Front 17

how LMX theory works

Back 17

-describes leadership
-prescribes leadership
-dyadic relationship
-suggests important to recognize the in-group and out-group within an org.
-signif. differences in how goals are accomplished using in-out groups
-relevant differences in in-out group behaviors

Front 18

what leader does

Back 18

-forms special relationships with everyone
-offer an opportunity for new roles/responsibilities
-nurture high quality exchanges
-focus on how to build trust and respect with everyone

Front 19

strengths

Back 19

-LMX theory validates how people within org. relate to one another and the leader
-the only theory that makes the dyadic relationship at the focus
-importance of communication
-solid research

Front 20

criticisms

Back 20

-appears unfair and discriminatory because it inadvertently supports dvlpmt of privileged groups in the workplace
-basic theoretical ideas are not fully developed
-measurement of LMX is being questioned

Front 21

application

Back 21

-applicable to all levels of mgmt
-directs managers to assess their leadership from a relationship perspective
-sensitizes managers to how in-out groups develop within their work unit
-can be used to explain how individuals create leadership networks throughout an organization
-can be applied in different types of org.: volunteer, business, edu., and gov't.