Supervisor - Subordinate Relationships Essay

1707 Words Oct 27th, 2014 7 Pages
Supervisor-Subordinate Relationships

Both transformational leadership and leader-member exchange leadership theories have been an issue of discussion for many scholars. The majority of authors agree that transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchange leaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these
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Transformational leaders are attentive to the team members needs; however, it takes time to develop strong emotional bonds between them. Nevertheless, leaders always encourage their followers to give their best. The leaders help people to look beyond their self-interest for the good of the whole group, organization, or society. They also help followers understand the need of emotional and intellectual change; commit to greatness that lies down in aspiration for business effectiveness ‘such as profits and high stock value, as well as impeccable ethics’(Dubrin et al 2006, p. 107). Owing to leaders, the team members know the goals and the ways to achieve them.

According to Bass’s (2003) conceptualization, transformational leadership consists of charisma, intellectual stimulation, inspirational motivation, and individualized consideration. Charismatic leaders appeal to group members on an emotional level. Followers trust in leaders and emotionally identify with the leader. The leaders have a clear vision and the respect, loyalty, and confidence of the team members. Transformational leaders also provide intellectual stimulation, which means that they stimulate and encourage creativity in their followers and ‘there is no ridicule or public criticism of individual members’ mistakes’ (Bass et al 2003, p. 208). In that case, leaders stir group members’ imagination and generate thoughts and acumen; team members, in

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