The Leader Member Exchange Theory

The Leader Member Exchange Theory
Within in this research paper, elaboration on the Leader–Member Exchange theory will be provided
in regards to leadership. The research will pertain to organizational change, behaviors and
characteristics of both the leader and followers, situational characteristics that could be applied to
this particular theory, as well as the LMX theory in action from a personal standpoint.
Organizational Change LMX in regards to organizational change would be a rather unpleasant
transition. Being that there are two segregated groups and according to (cite cheol) the out group
already feels the emotional and mental strain of being under a leader utilizing the LMX model,
chaos and confusion would ensue. No doubt that both teams would be made aware of the coming
changes, however the in group would get more of an in depth explanation of the changes and the
leaders vision for the changes would be explained in greater details. Out group members would find
this time to be more challenging than usual due to being ostracized and performing grunt work to
now take on the task of implementing organizational changes from a leader that is compelled to only
divulge certain information with those he or she deems most alike. With organizational change with
the LMX theory, an emotional approach to change would be best. An emotional approach will allow
leaders to develop and articulate a vision of the future, heighten the emotions of the followers, and
empower followers to act on their vision (Hughes,
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Leader Follower Relationship
COURSE: BUS 6030
COURSE DESCRIPTION: LEADERSHIP AND MANAGEMENT OF CHANGE
LECTURER: PROF. C. GETECHA
SEMESTER: FALL
YEAR: 2012
TERM PAPER: LEADER FOLLOWER RELATIONSHIPS
GROUP 4 MEMBERS NAMES: STUDENT ID No: 1. Stephen Omuga 637854 2. Daisy Oria
623319 3. Fredrick Njokih 636057
Table of Contents 1. DYADIC THEORY 4 1.1. Introduction 4 1.2. Evolution of the Dyadic theory 4
1.2.1. Vertical Dyad Linkage (VDL) Theory 5 1.2.2. Leader–Member Exchange (LMX) Theory 6
1.2.3. Team Building 6 1.2.4. Systems and Networks 6 1.3. An in–depth look at the theory as a
whole 7 1.3.1. The Influence of LMX on Follower Behavior 8 1.3.2. The Three–Stage Process for
Developing Positive LMX ... Show more content on Helpwriting.net ...
Leaders primarily use expert, referent, and reward power to influence members of the in–group. The
out–group includes followers with few or no social ties to their leader, in a strictly task–centered
relationship characterized by low exchange and top–down influence. Leaders mostly use reward, as
well as legitimate and coercive power, to influence out–group members.
Members of the in–group are invited to participate in important decision making, are given added
responsibility, and have greater access to the leader. Members of the out–group are managed
according to the requirements of the employment contract. They receive little inspiration,
encouragement, or recognition. In terms of influence and support, in–group members experience
greater support and positive influence from the leader, while out–group members tend not to
experience positive relationships and influence. The in–group versus out–group status also reveals
an element of reciprocity or exchange in the relationship. The leader grants special favors to in–
group members in exchange for their loyalty, commitment, and outstanding performance. This
creates mutual reinforcement based on common needs and interests.
Leader–Member Exchange (LMX) Theory

The underlying assumption of LMX theory is that leaders or superiors have limited amounts of
social, personal, and

Transformational Leadership Theory
Week 5 Discussion: Leader Member Exchange Theory and Transformational Leadership
Post by Day 3 your explanation of the strengths and weaknesses of the dyadic relationship in LMX
Theory. Explain the impact these strengths and weaknesses might have on leadership. Compare
LMX Theory to Transformational Leadership. Explain the relationship between the characteristics
of LMX Theory and Transformational Leadership. Provide an example from your experience or one
from the Learning Resources that supports your response.
The dyadic relationship expressed in the LMX theory is an explanation of the two person
relationships formed between leaders and followers, within each of two types of groups; either the
in–group–marked by high quality exchange relationships, ... Show more content on Helpwriting.net
...
For instance, rather than focusing on the value of the person to the leader, the transformational
leadership style inspires the follower to do better on a personal level, often resulting in an increased
value among coworkers and leaders alike.
References
Guan, K., Luo, Z., & Peng, J., Wang, Z., Sun, H., & Qiu, C. (2013). Team networks and team
identification: The role of leader–member exchange. Social Behavior & Personality: An
International Journal, 41(7), 1115–1124. Retrieved from the Walden Library databases
Krishnan, V. R. (2005). Leader–member exchange, transformational leadership, and value system.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA: Sage
Publications.
Omilion–Hodges, L. M., & Baker, C. R. (2012). Contextualizing LMX within the workgroup: The
effects of LMX and justice on relationship quality and resource sharing among peers. The
Leadership Quarterly, 24(6), 935–951. Retrieved from the Walden Library

The Social Needs Path Goal Theory
To fulfill the social needs path–goal theory is useful for a leader than any other theories to be
successful in a management. This theory is based on emphasizing a leader 's technique and actions
that fit the employee, and the work atmosphere in order to achieve a goal within an organization.
Also, in an organization, for leaders it is crucial to motivating the subordinates to achieve a goal;
and this theory specifically sheds a light on why it is beneficial for leaders to utilize path–goal
model over other theories to achieve that goal. On the contrary, the leader–member exchange theory
creates favoritism. As this theory solely based upon the interaction founded between the leaders and
the followers, it shows in terms of leadership perspectives how leaders treat their followers in a
collective way, by leaving the ones who disagrees with him or her. This theory exclusively focuses
on utilizing the leader's ordinary leadership approach over going above and beyond in the
management setting. Although there are quite a few positive features of the leader–member
exchange theory, however, it splits up the subordinates among each other by creating a rift among
themselves. This happens only due to the leaders approach on it, since it is based up how a
subordinate gets along with the leader. This means a group of subordinates ends up benefitting from
this leadership approach and another falls behind.
To understand the importance of path–goal theory and the leader–member exchange

The Theory Of Ethical Leadership
Explanation of Ethical Leadership
The research of Thomas W. H. Ng and Daniel C. Feldman provides quantitative data, which
validates the effectiveness of Ethical Leadership through the meta–analysis of 101 ethical leadership
related studies conducted over the last 15 years. Somewhat in nascent form, Ethical Leadership (Ng
& Feldman, 2015) is viewed as conduct predicated on exhibiting positive role mode actions while
promoting moral member conduct through collaboration, communication, and reinforcing behavior
(Ng & Feldman, 2015). Leaders who employ EL are considered to weigh their ethical values
significantly during their transactions with assigned team members. Furthermore, EL also suggests
there is a correlation between how well a leader assess their own values and beliefs prior to
exercising referent and reward power behavior.
Connection to Social Learning Theory
The genesis of EL precepts may have a cultural basis in either Eastern or Western philosophy. In
terms of theoretical impact, it may be impossible to determine which hemisphere has a majority
stake exactly. This may be due to the cultural differences in identification of self within the context
of popular religions such as Confucianism, Buddhism, Hinduism, and Judeo–Christian beliefs (Ng
& Feldman, 2015). Regardless, the majority of those leaders who demonstrated EL generally
exhibited a psychological motivation to be just. This need may have a basis in social learning theory
and even social exchange

What Is Path Goal Leadership Theory? Essay
This leadership model has been helpful in and managerial training class. This approach has been
successful because of the different ways that it can be used in situations. There is not a go–to
management styles that works for every situation. This theory gives leaders the opportunity to get to
know their followers and figure out what best approach is. Reddin's basic management styles result
from the different levels of concern for the people and the task. When comparing the Redding's
planes of styles to the situational approach these levels are equivalent to D1, D2, D3, and D4. The
situational approach also makes leaders look at the different developmental domains their followers
are on. It is best for the leader to be around the same developmental level as their followers.
Problems can arise if leaders and follower are not on the same page developmentally.
PATH–GOAL LEADERSHIP THEORY
Path–goal theory states that the leadership behaviors of formally appointed superiors directly affect
their subordinates and that subordinate performance, motivation, and satisfaction can be increased
by subordinates' belief in their own capabilities, best fits the employees. (Schaible–Brandon &
Muth) The key to implementing the path goad leadership theory is for the leader to identify what is
missing from the equation Leaders should focus on the needs of their situation. There are four
different types of leadership behavior in the Path–Goal theory.
1. Directive Path–Goal Clarifying

Lmx Theory
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Explanations > Theories > Leader–Member Exchange (LMX) Theory Description | So What? | See
also | References
Description
Leader–Member Exchange Theory, also called LMX or Vertical Dyad Linkage Theory, describes
how leaders in groups maintain their position through a series of tacit exchange agreements with
their members. In–group and out–group In particular, leaders often have a special relationship with
an inner circle of trusted lieutenants, ... Show more content on Helpwriting.net ...
This negotiation includes relationship factors as well as pure work–related ones, and a member who
is similar to the leader in various ways is more likely to succeed. This perhaps explains why mixed

gender relationships regularly are less successful than same–gender ones (it also affects the seeking
of respect in the first stage). The same effect also applies to cultural and racial differences. 3.
Routinization In this phase, a pattern of ongoing social exchange between the leader and the
member becomes established. Success factors Successful members are thus similar in many ways to
the leader (which perhaps explains why many senior teams are all white, male, middle–class and
middle–aged). They work hard at building and sustaining trust and respect. To help this, they are
empathetic, patient, reasonable, sensitive, and are good at seeing the viewpoint of other people
(especially the leader). Aggression, sarcasm and an egocentric view are keys to the out–group wash–
room. Save the rain Add/share/save this page: Look inside
Now, you can buy the real book!
http://changingminds.org/explanations/theories/leader_member_exchange.htm[28–11–2011
03:45:10]
The overall quality of the LMX relationship varies with several factors. Curiously, it is better when
the challenge of the job is extremely high or extremely low. The size of the group,

Analysis Of Vertical Dyad Linkage Theory
1. Introduction
The Leader– Member Exchange (formerly known as Vertical Dyad Linkage Theory) began to form
in the 1970's, it has submit to many changes over 46 years and still continues to develop. "What
began as an alternative to average leadership style (Vertical Dyad Linkage) has progressed to a
prescription for generating more effective leadership through the development and maintenance of
mature leadership relationships" (Graen 220). This theory analyzes the relationship between its
leaders and the followers (Hyacinth 2). Management leaders separate their followers by the
perception of their followers. Leaders have the important role of examining their competence, skills
and trustworthiness and their motivation to continue to achieve set goals (Hyacinth 2). The Leader–
Member Exchange Theory has three separate phases in building the relationship between leaders
and team members, these phases are designed to build trust and respect between the leaders and
their team members within the work place. The Leader– Member Exchange Theory support the
formation of in groups and out groups in the office, this divides employees based on work ethic and
performance. There are many benefits of the Leader– Member Exchange theory. Some of these
benefits include: higher performance ratings in employees, there are significantly less turnovers, and
overall a higher job satisfaction in employees. However this is usually only typical in the in group
members in the office. (LMX Theory)

Leadership, Transformational Leader And Leader Member...
In Dessler chapter 2 it talks about leadership traits, the powers needed to become one, type of leader,
transformational leader and the leader member exchange theory. The traits need to become a leader
are to have drive, motivated to lead, honest, self–confidence, cognitive ability and know the
business. Gigi has shown drive and cognitive ability when she kept going to school and finishing all
the degrees and taking the state boards. She knows to what extent to be honest about and has self–
confidence to get the job done. She knows the business because of work from the past and her
passion towards it is the biggest drive and trait she has. If the leader has no power then he can be a
leader, this are the powers needed to be one, position, authority, expert, referent, and information
power. One can infer that Gigi possess all this powers and that's why she is a good leader. The types
of leadership styles are task, people, delegate or hands on. Gigi said she is a little of everything. She
is people oriented because she is comfortable working with them, although she intimidates them.
She likes hands on but has learned to delegate and get feedback. Gigi has also shown that she is a
transformational leader simply by being able to bring the company back to a good stand after it was
losing money. She said to lead by example and that is one of the things transformational leaders do.
Another concept to think about when talking about leadership is the ability to have self–awareness

Leader-Member Exchange Theory Essay examples
Introduction Information technology has made great strides in improving the efficiency and
effectiveness of how information is organized, stored, processed, and shared in today's
organizations. With the vast amount of information available at the touch of a button, there are
several human aspects that should be considered when implementing and maintaining an
information management system. It can be a very difficult task for information managers to find the
right combination of technology, access to information, and security to match the needs and
information culture of the entire organization. Information managers must begin by thinking about
how people use information, not how people use machines (Davenport 1994). It shouldn't be ...
Show more content on Helpwriting.net ...
The tendency would be for fewer complications in a flat structured organization as opposed to a
more formal, vertical structure. A group of people are needed who understand in great detail exactly
how software and hardware products have been combined to create the systems in use. This group
consists of the IT professionals. The IT staff needs to develop an understanding of how the
organization operates and the function that each application executes in the daily operation of the
company. The best IT departments also develop their own management cultures that use up–to–date
development and project management strategies. It can take several years and great investment to
cultivate a successful IT team, that investment can be lost with the departure of just a few key
people. For this reason it is very important that management learn to protect these valuable
resources. In recent years, information technology has dramatically increased in capability and
drastically decreased in cost. New IT products emerge and current ones change rapidly. It has also
become commonplace for an organization to have a variety of custom applications or use packaged
applications in a unique way. As a result of these changes, the challenges of managing IT today are
becoming increasingly complex. Little is known about the IT management problems that arise from
rapid IT change. Nevertheless, combined with a corporate culture more

The Theory Of Leadership Theories
An Explanation of each Theory in the Taxonomy above.
There are many theories concerning leadership, and how these theories classify various individuals
and their particular style of leadership. Leaders throughout the ages have led in different ways,
shown unique attributes, and accomplished their tasks or missions in a way that many have found to
be one of a kind (Northouse, 2016). Leadership theories such as transactional and transformational
leadership have been used to classify many of our leaders of the past (Leadership Theories – In
Chronological Order. (n.d.). Other leadership theories exist and offer the same explanation of the
types of leaders who shape and have shaped our world. Here we will explore four of them which
are; The Great Man Theory, LMX, or Leader Member Exchange Theory, as well as Trait and
Contingency Theory. Great Man Theory.
The Great Man Theory became very popular in the 19th century (Leadership Theories – In
Chronological Order. (n.d.). The theory was made based on the behaviors of mostly military figures.
During this time period, leadership positions were held mostly by men, who passed their leadership
positions from father to son. This is believed to be the main reason for the name given "Great Man
Theory" ("Leadership Theories – In Chronological Order," n.d.). One thing to note is that Herbert
Spencer, a famous sociologist, said that great leaders were only a product of the atmosphere and
society that they both worked and lived in. The

LMX Theory Paper
Upon reading Case 7.3, Jim Madison, Social Security Administration district office manager, engage
with all 30 staff in an in–group/out–group manner. Northouse (2015), stated LMX theory works in
two capacities: describing and prescribing leadership. The main concept dyadic relationship, is that
leaders form relationships with each of their followers (Northouse, 2015). The theory suggest that it
is important for the leader to recognize the existence of in– and out–groups within an organization
(Northouse, 2015). According to Leadership making, this is an approach that emphasize leaders
should develop high–quality exchanges with all followers, and not just a select few within the
organization (Northouse, 2105). Leadership making encourages trusts amongst leaders to attempt
building effective dyads with all followers within the organization (Northouse, 2015). Leadership
making develops over a course of three phases: Stranger Phase, Acquaintance Phase, and Mature
Phase.
During the first phase, the follower dyad is normally rule bound with heavy emphasis on contractual
relationships (Northouse, 2015). The leader–member ... Show more content on Helpwriting.net ...
Northouse (2015) stated during this phase leader–members are seeking an improved career–oriented
social exchange that provides additional resources and personal related information. During this
phase, the leader–member determines whether the follower would be interested in assuming
additional roles and responsibilities within the organization (Northouse, 2015). In addition,
relationship dyads move towards new ways of relating to one another within the organization
(Northouse, 2015). At the acquaintance phase, the quality exchange between leader–member is
medium. The leader–member has developed a substantial amount of trust and respect for one
another, with a focus less on their own interest and more purpose driven goals relating to the
organization (Northouse,

Who Is The Leader Follower Theory?
Leader – Follower Theory Those in leadership positions within workplace environments often look
towards ways to effectively lead teams of people to reach organizational goals Frequently believing
there is one great method to be applied at all times without giving must thought to the possibility of
building relationships with team members. Including the social aspect of team building can provide
limitless opportunities for a team to excel while still staying focused on workplace goals. However
there still is a need for someone to be the pinpoint for order and direction; someone to balance
relationship and work. What is the leader–follower theory; and how does it relate to workplace
environments?
The Theory The leader–follower theory combines methods from other leadership and followership
theories; such as adaptive change theory, social identity theory and leader–member exchange.
According to Grayson (n.d.), "The possible development of a single formal leadership theory allows
business leaders and educators to explore the way firms organize effective leadership, and provide
direction to middle management and other administrative workers" (para 2). It is important to
understand that without followers, there would not be leaders. Leaders have clearly defined roles in
a workplace environment; the expectations with upper level leaders must be met. However, the
relationship and expectations with the follower must be met as well. Pertaining to leader and
follower

Path-Goal Theory Of Donald Trump's Leadership Behavior
3.6. Path–Goal Theory Path–goal theory emphasizes the association between the style of a leader
and the features of the subordinate and the work setting. Path–goal theory can be break down in
smaller units. After dividing it in smaller units, we can discuss Donald Trump's leadership approach
according to path–goal theory more effectively. Moreover, these smaller units are Leader behavior
(Directive, Participative, Achievement Oriented and Supportive), characteristics of a subordinate,
task characteristics and motivation. According to path–goal theory, leader's behavior could change
with change in subordinate characteristics or task characteristics, which will also affect the
motivation level of employees. Comparing Donald trump's behavior with path–goal theory I think
his behavior is mix of three of the behaviors mentioned above i.e. directive, participative and
achievement oriented, he is not a kind of supportive leader. He hires competent ... Show more
content on Helpwriting.net ...
Transformational Leadership Donald Trump was somehow transformational leader. In
transformational leadership, a leader motivates his/her followers morally, ethically to achieve more
than as normally expected. Donald Trump did this most of the time, he always motivate others
through his own example. He himself works hard, loves his work and business and expects the same
from others. Trump is a very good communicator and public speaker; he was a host of famous TV
show The Apprentice where every year he searched most suitable employee for his business among
a group a talented candidates from all over the United State. In the same show also motivates the
young ones for future through his special skills. Trump is also influential in day to day business
activities, people who do business with him can trust him, have confident in him, they know Trump
will never let them down and would do his best because he never want to lose. So we can say they
feel lucky to do business with

Leader Member Exchange Theory : Leadership Essay
QN. 1 Leader–member Exchange Theory Leader–member exchange (LMX) is a theory that
describes the roles and relationships that developed over a period of time between a leader and his
or her subordinates (Yukl, (2013). In other words, as the leader interacts with subordinates, a mutual
relationship that defines roles is developed. Every leader at some point develops a core number of
trusted assistants, advisors and lieutenants that they can call upon to perform critical tasks. So this
calls for high dependability, compatibility, trust, and competency on the part of the subordinates
(Yukl, 2013). As the leader continues to exchange with the subordinates, "trust, loyalty, and support"
develops and behavior gets reinforced (Yukl, 2013 p.222). A leader influences a follower by this
close exchange and task–delegation. The follower become one of the inner circle employees and
thus gets more authority in the eyes of the other team members. He or she is trusted by the leader
and gets more important responsibilities. When important team decisions are necessary, the follower
is the first to sell it and support the leader. A follower gets more crucial information from the leader
sooner than the rest through the exchange. The employee also becomes more hard–working and
shows loyalty, ending up with volunteering for harder and important responsibilities. A follower like
that will end up getting promoted when an opportunity arises.
QN. 2 Correcting follower performance deficiencies

The Theory Of Theory And Theory
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.
Leader–Member Exchange or LMX theory is unlike other forms of management theories like skills
approach and situational approach as an example of two, which are emphasized, is based on the
leader point of perception (Northouse, 2016). LMX theory is focused on interactions between leader
and follower, this dyadic or sociologically significant relationship between two individuals exists in
a dynamic exchange based on communication. This communication is exchanged in many forms
and is not limited to verbal, written, and body language. Communication exchange between a leader
and subordinate resulting in a flow of information, performance, job climate, innovation,
organizational citizenship behavior, empowerment and so on, forming many aspects of an
organization (Northhouse, 2016). LMX theory is a contemporary make–up of earlier

The Transactional Nature Of Relations Between Leaders And...
You can probably think of at least one individual who inspired you to be a better person, someone
who recognized your potential and served as a mentor to you. Whether that person was a parent,
teacher, coach, clergyperson, or supervisor, he or she was a leader who had a profound impact on
your growth and development. There is a tremendous amount of literature dedicated to the
discussion of leadership. The earliest research focused on the traits, skills, and styles of the leader.
Over time, researchers considered the context of the situation and how to motivate followers. But it
was not until fairly recently that researchers began to explore the transactional nature of relations
between leaders and followers. This paper will review ... Show more content on Helpwriting.net ...
Despite a large body of literature to support it, the trait approach was open to criticism for its
ambiguity, its subjectivity, the difficulty associated with identifying leadership traits without
considering situational factors, and for its inability to describe how leadership traits affect outcomes
(Northouse, 2013). One of the main problems of the trait approach is that traits are largely fixed,
which seems to suggest that those born without these desirable traits will never be effective leaders
(Northouse, 2013).
Skills Approach
The skills approach to the study of leadership moved beyond innate characteristics and showed that
knowledge and abilities may be learned and developed to make a person a more effective leader
(Northouse, 2013). Katz (1955) argued that effective leadership depends on technical, human, and
conceptual skills that are very different from personality traits (as cited in Northouse, 2013).
Mumford, Zaccaro, Harding, Jacobs, and Fleishman (2000) expanded on this concept by
formulating a skill–based model of leadership that examined the relationship between a leader's
competencies and the leader's performance within an organization (as cited in Northouse, 2013).
Problem–solving skills, social judgment skills, and knowledge are competencies that serve as the
most important aspects of the model (Northouse, 2013). Mumford et al. (2000) propose that these
competencies are

Relationship Between Leaders And Follower Selves
Introduction
Everyone is a member of different organizations in different occasions, and human activities are set
up on relationships (Homans, 2009, p. 1), so that relevant researches about relationship began
decades ago (Vangelisti & Perlman, 2006, p. ix). Leader–member–exchange (LMX) theory is a kind
of leadership style, which pays attention to a dyadic relationship between leader and member (Graen
& Cashman, 1975; Graen & Uhl–Bien, 1995, Breevaart, Bakker, Demerouti & Heuvel, 2015;
Wilson, Sin & Conlon, 2010). There is a long time history that people began to research the
relationship between a leader and follower, and how the relationship can impact on leaders and
follower selves (Graen & Uhl–Bien, 1995). Most of previously researches ... Show more content on
Helpwriting.net ...
359).
This essay will be based on interview, and pay attention to leaders to understand the LMX theory
with leader's sight. There will be two leaders, from two different type of companies, have been
invited and join in the interview. Then relevant results will be recorded and analyzed. Based on
relevant previously researches, at the same time, this report also will accord the results of interviews
to show a deep understanding of the Leader–member Exchange theory with following three mainly
questions:
 How leaders treat followers who have high–quality LMX with them on work?
 What limitation that LMX theory has during it application?
 How followers improve the relationship between leaders and followers?
Literature review
Leadership has been defined as an ability that a personal has to cause outstanding performance from
others by getting followers, leading and motivating them (Tracy, 2014, p. 2–3). Leadership is not
just management or authority, it also refer to social influence and relationships with followers, such
as trust between leader and follower, and leader's personality traits, more communication with
followers, and treating each other honestly (Comstock, 2015). Because comparing with
management, leadership can make different in different industry and can make the goal be achieved
effectively, leadership effectiveness has been paid attention

Leader-Follower Relationship Essay
Leadership is one of the main areas of study nowadays. A number of books, articles, and research
papers are written on this discipline and we receive much information about this. Leadership is a
relationship between leaders and followers, and building this relationship requires an appreciation
for the personal values of those who would be willing to give their ener¬gy and talents to
accomplish shared objectives. Transformational leadership and leader–member exchange are
popular theories in the leadership arena. Various researchers and writers have established the
validity of these concepts. A number of writers emphasize the role of fairness in the relation between
a leader and a follower. In this essay I will try to compare and contrast ... Show more content on
Helpwriting.net ...
Communication in leadership is important.
Positive LMX equals a positive outcome for the organisation.
LMX was originally referred to as Vertical Dyad Linkage (VDL) theory. According to VDL
approach, leaders and fol¬lowers develop dyadic relationships, leaders develop unique working
relationships with group members and as a result follower divide in two groups –an in–group and an
out–group. The in–group is a small number of trusted followers with whom the leader usually
es¬tablishes a special higher quality exchange relationship. The out–group includes the remaining
followers with whom the re¬lationship of the leader remains more formal understanding. These
varying so¬cial exchange relationships are relatively enduring; they develop due to the leader's
limited time and energy, and inability to give the same attention to all followers.
Quality of leader–member exchange positively related to follower's satisfaction, organizational
com¬mitment, role clarity, performance ratings given by leaders, and objective performance, and
negatively related to role conflict. High–quality re¬lationship with one's leader can affect the entire
work experi¬ence in a positive manner, including performance and affective outcomes. The
development of relationships in a leader–follower dyad can also be looked at in terms of a life–cycle
model with three phases. First is role–taking – leader and followers must understand how other

Outline Of Leadership Theories
Xiaowei Qi
ED 173
Final Paper Outline
The leadership models/theories that will be demonstrated are skills–based leadership, situational
leadership, and leader–member exchange theory.
Skills–based leadership theory is a leader–centered model emphasizing skills and abilities that can
be learned and developed (Armistead, 2017). More specifically, leadership is based on three skills:
technical, human, and conceptual (Northouse, 2015). Technical skills related to knowledge about
and proficiency in a specific field; human skills related to the ability to communicate with people;
conceptual skills are the ability to work with ideas and concepts (Northouse, 2015). The three
elements of skill approach are individual attributes, competencies, and leadership outcomes
(Armistead, 2017). The skills approach implies that many people have leadership potential, and if
they can learn from their experiences and training, they can improve their capabilities. This theory
can help leaders identify their weaknesses and strengths. In the group project, my human skill is
developed. When planning the project, I was able to work well with other. More specifically,
through interacting ... Show more content on Helpwriting.net ...
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

Leader-Member Exchange Theory Paper
Why do we feel like strangers new environments? When we first met our roommates, leaders, and
coworkers our conversations were brief and minimal but overtime and your training week you
developed positive or negative interactions to get to know them better. Through interactions you find
yourself engaging with them more and with stronger relationships leads to efficiency and high
productivity. Through Leadership–Member Exchange theory, we will focus on the interaction
between a leader and how they maintain their position with their subordinate. Leader–Member
Exchange or LMX is different from other leadership theories because it focuses on the relationship
between the leader and follower. LMX was originally called the Vertical Dyad Linkage (VDL) ...
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This is described as a high quality partnership in which the team members count on each other for
loyalty and support. This is where the in–group developed because members go beyond their
expected roles and receive special attention from their leaders. Leaders see the subordinates are
people who are proactively trying to increase their role and because their performance the leaders
are more likely to give positive evaluations, promotions, and more support ("Leadership–Member
Exchange Theory"). The in group subordinates have a high degree of respect and trust built and
bring positive results. Leaders will ask these people for special assignments or favors needed. Also
the subordinates will have greater responsibility and have more commitment to the success.
(Lunenburg, 2010). This is another criticism of LMX theory because it does not state in how one
develops through the phases. It is not fully developed because it fails to include how high–quality
exchanges are created and what happens once you reach trust and respect (Leadership–Member
Exchange Theory). Not every subordinate is going to reach the mature phase at the same time
because of different personalities. Extroverts may reach the mature phase faster than introverts just
because they are more conversational or expressive with their emotions. Or an introvert may be
more productive than an extrovert because they are not wasting time having conversations and are
able to get the work done quicker. Another factor is the leader and their personality because leaders
should be unbiased and not display favoritism but not everybody is going to. A leader might have
favoritism towards a subordinate which only helps the subordinate. There are numerous ways in
which subordinates could reach the different phases because some may want to be the person the
leader depends on while others are just their to

Leadership Theories Of A Leader And Leader Member Exchange...
Over the years, many leadership theories were developed that centered on the qualities of an
effective organizational leader. However, there is more to being an effective leader than simply the
qualities. The connections between a leader and subordinates are simply as vital in being an
effective leader. The two theories that focus on relationships between the leader and subordinates are
the Path–Goal Leadership and Leader–Member Exchange theories.
Robert House developed the Path–Goal Leadership Theory in 1971 and he revised it in 1996.
House's path–goal conceptualization of leadership used Vroom's (1964) expectancy theory of
motivation to identify the effects of leader behavior on subordinate outcome variables (Schriesheim
and Neider, ... Show more content on Helpwriting.net ...
The theory highlights the significant ways leaders assist subordinates by motivating, encouraging,
supporting, and guiding them to achieve their goals. According to Schriesheim and Neidler (1996),
"the path–goal has concentrated on exploring relationships between leadership behaviors and
outcome measures while studying the impact of different moderator variables" (p. 318). The path–
goal leadership theory has some good qualities, but just as with any theory, it has critics as well. The
research studies conducted on the path–goal leadership theory did not provide a consistent image of
essential consumptions. Even though, the path–goal leadership theory incorporates many
characteristics of leadership it is still difficult for leaders to implement. The theory targeted
exclusively on the responsibilities of the leaders in addition to not providing adequate rationalization
on the relationship between the subordinates motivation and leadership behaviors. Graeri and his
colleagues Dansereau, Cashmen, and Graen in 1973; Dansereau, Graen, and Haga in 1975; Graen in
1976; Graen and Cashman in 1975 proposed the leader–member exchange theory (Gerstner and
Day, 1997, p.827). According to Truckenbrodt (2000), "The leader–member exchange theory of
leadership, which focuses on the two–way relationship between supervisors and

The Case Model Of Leadership
Q1) Given the description of the leadership situation facing the airplane crash survivors described
on pages 2–3, how would leader–member exchange (LMX), the normative decision model, the
Situational Leadership theory, the contingency model, and the path–goal theory prescribe that a
leader should act?
Answer)
The contingency model of leadership is based upon the relationship between three aspects of leader–
follower–situation model. Apart from this contingency model, leaders are assumed to act in a
flexible manner.
There are five contingency theories of leadership:
LMX – Leader–Member Exchange
Normans decision model
Situational leadership model
Contingency model
Path–goal theory
All the theories speak about the same aspect of leader, that they can access the key follower and
situational factors.
1. LMX
– According to the leader–member exchange theory the relationship between leader and the member
develops over a period of time.
– A leader doesn't treat all his followers the same
– In group and Out group concepts are well defined which exemplifies the quality of exchange
relationship is defined.
2. Normative decision model
– The normative theory states that the level of input given by the followers to a leader actually
varies depending on the intensity of the issue.
– This theory actually determines the amount of involvement/participation by a follower/subordinate
that should have in decision making.
3. Situational Leadership model
– The situational leadership

The Power Of Power During Turmoil
Leaders are faced with many problems that they must overcome if they wish to succeed. However,
the first and most important concept is how they interrupt their surroundings. In all three of the
leader's stories above one similarity stands out, that they rose to power during turmoil. This seems to
be a simple coincidence, but contemplate how when the world seems to be running smoothly there
is little pressure for new leaders to arise and even lesser a need for strong strict leaders. During
turbulent times, however, people crave a strong leader that promises peace, stability, and prosperity.
In rough times, people revert back to their more animalistic ways, seeking self–preservation. Even
though all three leaders maximized this concept, Hitler was the master. By preaching that only
Germans could fix Germany, he promoted his followers to turn their eyes away from the outside
world, alienating them from other countries and creating a bubble. Once their eyes were turned
inward they focused on him, which allowed him to gain official power (or referred to as positional
power in leadership terms). Some of the positions he head were leader of the Nazi Party and
Chancellor of Germany. This allowed him to start to make laws that hindered the Jews. As the Jews
started to suffer the other Germans began to feel more equal. He coupled this with defying other
nations by building up Germany's army, which endured him even more to the people. They saw him
as rising up against the evil nations

The Theory Of Theory And Personal Theory
LMX Theory and Personal Gain 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 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 brief history of LMX theory leading into 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 conclusions that can be compared to other relevant tested results.
Leader–Member Exchange or LMX theory is unlike other forms of management theory's like skills
approach and situational approach as example of two which are emphasis is based on the leader
point of perception (Northouse, 2016). LMX theory is focused on interactions between leader and
follower, this dyadic or sociologically significant relationship between two individuals exists in a
dynamic exchange based on communication. This communication is exchanged in many forms and
is not limited to verbal, written, and body language. Communication exchange between a leader and
subordinate resulting in a flow of information, performance, job climate, innovation, organizational
citizenship behavior, empowerment and so on, forming many aspects of an organization
(Northhouse, 2016). LMX theory is a contemporary make–up of

Understanding Lmx And Hrd Theories
To upsurge an enhanced comprehension of the LMX relationship through understanding LMX and
HRD theories we will see the following outcomes of LMX and HRD theories. They are related by at
minimum of three important influences first is the trust, second is empowerment, and lastly
performance. The disreputable of LMX leadership theory is that it pursues to mature into new
everyday understandings of the theory. In doing so LMX aims to underwrite the plummeting tension
between leadership theorists and leadership development specialists by defending its validity as
opposed to its usefulness. LMX theory of leadership emphases on the step of emotional support and
exchange of valued resources between the leader and members; thus, LMX leadership ... Show more
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These outcomes come through a leadership investigation that has advanced from a reflection of
LMX qualities to response of the importance of the relationships that leaders have within a situation
or with subordinates. When excellence in a managerial background contains more employees
concerned with arrangements and systems, the introduction of a new association design between
employers and employees can rightly be measured by quality program. Additional, the company
background and its motives for this new approach of LMX and HRD theory of trust are the basic
principles and the main phases of application for this new behavior. Such a decree for LMX and
HRD theory of trust ushers in a high precedence need for the global business climate fronting
employees is creating a challenge for managing and employing people that are creating a challenge
in upholding the association between employees and employer. These new roles of the LMX and
HRD theory of trust functions to fit a model in which is both practical and holistic, but, at this
moment it becomes clear that one of the key factors in the whole change process is linked to global
business climate change and the link between employers and employees.
Second is the empowerment of LMX and HRD

The Path Goal Theory of Leadership
The term path–goal is derived from the belief that effective leaders clarify the path to help their
followers get from where they are to the achievement of their work goals and make the journey
along the path easier by reducing roadblocks and pitfalls (Robbins 2001, p. 229).
The path–goal theory developed by Robert House is based on the expectancy theory of motivation.
The leader 's job is viewed as coaching or guiding workers to choose the best paths for reaching
their goals. "Best" is judged by the accompanying achievement of organizational goals. It is based
on the precepts of goal setting theory and argues that leaders will have to engage in different types
of leadership behavior depending on the nature and demands of the particular ... Show more content
on Helpwriting.net ...
Locus of control refers to the individual perception of attribution of reasons to outcomes as internal
(one 's own behavior) or external. For subordinates with internal locus of control a participative
leader may be better suited because they feel that their own efforts make a difference. A directive
leader is better for subordinates with an external locus of control (since they perceive their efforts to
be of little consequence).
Perceived ability pertains to how individuals view their own ability with respect to the task.
Subordinates who rate themselves as having high ability are less likely to need directive leadership.
The environmental characteristics are task structure, the formal authority system and the primary
work group. The path–goal theory will motivate subordinates if it helps them cope with
environmental uncertainty created by the environmental characteristics. In certain environments
certain kinds of leadership becomes redundant like when working on a task that has a high structure,
directive leadership tends to be redundant and hence less effective. Similarly, when subordinates are
in a team environment that offers great social support, the supportive leadership style becomes less
necessary. The subordinates ' motivation to perform will be influenced by the extent to which the
leader behavior matches the people and the environment in a situation.
The path goal theory says that the behavior of leaders is used to stimulate the

Comparing Two Leadership Theories Essay
There are different leadership theories developed throughout the history. Most popular ones are trait
theories, behavioral theories, contingency theories, and leader–member exchange (LMX) theory.
The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader–
Member Exchange (LMX), and compare and contrast their strengths and weakness.
Fiedler' model is considered the first highly visible theory to present the contingency approach. It
stated that effective groups depend on a proper match between a leader's style of interacting with
subordinates and the degree to which the situation gives control and influence to the leader (Fiedler,
1967). Fiedler argued that the leadership style could be indentified by ... Show more content on
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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).
Both Fiedler' model and LMX theory have strength and weakness. Fiedler' model emphasizes the
importance of both situation and leader's characteristics in determining leader effectiveness. It
stimulates a great deal of research and inspires the formulation of alternative contingency theory. On
the weak side, the Fiedler model sometimes fails to reflect the personality traits that it intends to
reflect. It has also gained criticism because of its implications on replacing the leader as the only
way to solve the mismatch between leader orientation and unfavorable situation. The method of
measuring

Relationship Between Leaders And Follower Selves
Introduction
Everyone is a member of different organizations in different occasions, and human activities are set
up on relationships (Homans, 2009, p. 1), so that relevant researches about relationship began
decades ago (Vangelisti & Perlman, 2006, p. ix). Leader–member–exchange (LMX) theory is a kind
of leadership style, which pays attention to a dyadic relationship between leader and member (Graen
& Cashman, 1975; Graen & Uhl–Bien, 1995, Breevaart, Bakker, Demerouti & Heuvel, 2015;
Wilson, Sin & Conlon, 2010). This is a long time history that people began to research the
relationship between a leader and follower, and how the relationship can impact on leaders and
follower selves (Graen & Uhl–Bien, 1995). Most of previous researches of the LMX theory focused
on members, and mainly claimed that high–quality LMX relations could cause followers' high job
satisfaction and good work engagement because of the plentiful and abundant work resources
(Breevaart et al., 2015, p. 754), emotion management leader who pay attention to problems and
followers' expectations (Little, Gooty & Williams, 2015, p. 11), and the knowledge sharing
(Hassanzadeh, 2014), etc.
However, this is a few studies researched LMX theory with leader's sight. Like the social exchange
theory, that exchange is bidirectional and cannot be finished just by depending one party's work
(Karen, 1087), such as trust in relationships should be set up by all parties in the relationship
(Lioukas & Reuer, 2015), in

Leadership Goals And Strengths And Weaknesses
Leadership theories in and of themselves carry negative and positives characteristics. Within the
various theories lie strengths and weaknesses that when applied to complex problems can highlight
each one respectively. As I examine a few theories, I will look at the strengths and weaknesses of
each and determine when and with which situation would these theories best be utilized. Collective
leadership or distributive leadership, and leader–member exchange are both theories that incorporate
specific team or group mentalities.
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.
Collective leadership encourages by–in from all employees, by requiring input coordination and
execution of solutions or ideas to solve a problem. O'Connor and Quinn (as cited by Avolio,
Walumbwa, and Weber, 2009. p. 432) describe the success within a collective leadership constraint
as

A Research Study At Ohio State University
5 Leadership Running Head Leadership Two large studies found that two types of leader behaviors
were important concepts in leadership skills. While the two separate studies used different terms,
they can be thought of as concern for people and concern for tasks. The study at Ohio State
University identified these two behaviors: Consideration relationship behaviors, such as respect and
trust concern for people. Initiating Structure task behaviors, such as organizing, scheduling and
seeing that work is completed concern for tasks. The study at the University of Michigan identified
these two behaviors (Joyce, 2012). Employee Orientation approaching employees with a strong
human relations orientation concern for people. Production Orientation stressing the technical and
production aspect of the job concern for tasks. The researchers from Michigan State thought of these
two behaviors at opposite ends of a single continuum. Thus, a leader could be strong with one of
these two behaviors, but would be weaker in the opposite one (Joyce, 2012). The Ohio State studies
viewed these two behaviors as distinct and independent. That is, a leader could be high or low in one
or both behaviors. For example, in the U. S. Army one of the most important rules is to take care of
your soldiers and complete the mission task; a leader should be good with both. Bad leaders can do
neither, nor do just one but not the other (Joyce, 2012). The notion that just two dimensions

Quantum Leadership Vs. Leader Member Exchange Theory
Quantum Leadership vs. Leader–Member Exchange Theory Leadership is the ability to guide and
inspire others to create a positive vision in prospects of enhancing an organization. Most leadership
styles seek to understand the needs of followers and to motivate them to succeed. The evaluation of
different leadership theories provides adequate insight into what makes a leader successful, so it's
important to analyze the traditional and new age leadership styles prior to application. Within the
subsequent analysis, contains a comprehensive depiction of the Quantum Leadership theory, the
Leader–Member Exchange theory, a comparison of the two styles, and a personal conflict scenario
with the application of Quantum Leadership.
Quantum ... Show more content on Helpwriting.net ...
This theory supports transformation and promotes horizontal relationships amongst leaders and
followers to better reveal varying perspectives and areas within the system requiring restoration.
However, such vulnerable collaboration can allow for conflict amongst systems. The QLT supports
the concept of forming relationships during informal and formal organizations, which could be a
strength and a limitation (Malloch & Porter–O'Grady, 2009). An informal gathering, for example
during lunchtime or personal time, can aid in terms of gaining raw insight of other's visions,
however this can also allow for conflict amongst followers. Opportunity is dependent upon
uncertainty, so this can positively induce creative thinking in those possessing leadership qualities
(Malloch & Porter–O'Grady, 2009). On the other hand, this type of freedom can be a limitation and
allow for decreased productivity in those lacking quality work ethic. QLT promotes continuous
energy and exchange of information within organizations, so this could be a potential disadvantage
for introverted leaders. Due to the flexibility of this form of leadership, it seems unrealistic in terms
of producing time sensitive results, however the implementation of the QLT would allow for less
potential burn out in the workplace.
Leader–Member Exchange Theory Moreover, the

Autho Author Northouse: The Leader-Member Exchange Theory
Author Northouse, suggest that the Leader–Member Exchange theory is notable as it guides the
leaderships attention to the importance of effective communication and the need to stress the use and
understanding relational exchange (2016). In support of Northouse, Researchers Engle and Lord
professed likenesses amongst the leader and member, implied concepts and led to sounder
connection and an increased level of output from both leader and follower (1997). As it relates to the
use of the LMX tool, I found the tool to be rewarding and useful because it focuses on the
relationship aspect of the leader and follower. One of the most noteworthy task with this tool is the
importance of increased relationship building to the point that followers are offered new roles and
responsibilities; the members become apart of a in group and out group (Graen and Uhl–Bien,
1997). When implemented correctly this theory in an organizational has decreased employee
turnover. ... Show more content on Helpwriting.net ...
The concepts are more broadly focused on what the leader does versus other models. This researcher
also suggests the following weaknesses; lack of conceptual clarity, validity concerns, the trait effect,
solid facts that this theory has actual transformed organizations and the follower with the potential
for use abuse (2016). Researcher Bass suggests that ones' morals, ideals, attitudes and goals define
the transformation process (1998). Supported by author Conger who suggest that transformational
leadership happens when there is a vision, motivation, commitment, support and patience as it
relates to the implementation of the process

The Team Leadership Exchange Theory
THE TEAM LEADERSHIP EXCHANGE THEORY
Group 10: Abhishek Chourasia (PGP28236) || Marco Vilardo (iep15022) || Sayan Das (pgp29307) ||
Sudheer Tatikonda (pgp29202) ||Bharat Abhishek (iep15024) ||
Prof. Shailendra Singh
Talking about leadership, all the major theories in this field point the attention tend on specific and
peculiar characteristics owned by one person who has the capacity to lead a group of people to
achieve a specific goal. So that, the researchers are concentered on defining what are the personal
element and competences which let a person to succeed as leader without considering aspects
related instead to the role of the followers and type and degree of relation necessary to reach the
goal as a team.
Considering as ... Show more content on Helpwriting.net ...
The first research on this theory started analyzing the dyadic relationship between leader and
follower. G. Graen (1975) pointed the attention on the difference between superior developed
leadership exchange and only supervision relationship. The first characterized by leadership style
which influence people without authority differently by the second one. In particular Graen
highlights as key elements of the leader was the capacity to overcome the basic nature of the role,
building with collaborators an exchange relationship upon the formal employment contract. This
new relation form underline however a great level of availability of the leader, who has to leave part
of power control, starting a sort of negotiation with his/her collaborators, allowing them to
participate in decision making through the information exchange. Graen, Dansereau and Haga
(1975) showed as the dyadic approach produce a high level of commitment and performance among
employees, underling at the same time as the superior can reach this level of empathy and trust only
with a part of their collaborators, which are defined in–group differently by the other one called out–
group. Grean and Scandura (1987) clarify as a dyadic organization is a model composed by three
phases:
Role taking: member receives role in the organization – introduction phase where superior evaluate
member performance, using feedback, deciding whether to change role to him/her – in this phase the
superior obtain more

Shoud Spirituality Be Allowed in the Workplace?
Introduction
This paper explores an interesting paradigm that is emerging in many organizations, Spirituality in
the Workplace. Many authors believe that employees are searching for a more humanistic work
environment, simplicity, meaningful work tasks and a greater connection to a higher spiritual
phenomenon. Research suggests that most people spend the majority of their time inside the work
environment. People lack continuity and connection in so many other settings that most of them are
looking to their organizations as a communal center (Mirvus, 1997). Howard (2002) argued that the
explosion of interest in spirituality as a new dimension of management is likely one of the most
significant trends in management since the 1950's (p.230). Leader Member Exchange relationship is
based on social exchange, reciprocity and role has evolved as a crucial factor in fostering
competiveness of most organizations. High quality exchange relationships are more likely to occur
when leaders are honest, trustworthy, and concerned about the well being of their followers
(Erdogan et al., 2006: Wayne et al., 2002). Ethical leaders are likely to develop high quality
exchange relationships with their subordinates through honest and open communication and
principled decision–making (Brown and Trevin, 2006). Is spirituality a predictor of high quality
LMX relationships? What does spiritual leadership look like? This paper begins to establish if there
is a positive correlation between spiritual

Pros And Cons Of The Leader-Member Exchange Theory
The leader–member exchange theory often referred to as LMX, is a management theory which
analyzes the relationship maintained between the manager or the leader and the members or
subordinates within a group and organization. It further explains how this relation can either help the
firm in growing or hold it back to its current position.
The theory begins with the idea that there is a two–way relationship between the employer and the
employee, where both these groups work together to achieve a particular aim. The employer
however shares a special relation with the members of the inner most groups i.e. the In–group.
Those employees who are a part of the in–group are the most trusted employees and therefore the
employer gives them the highest ... Show more content on Helpwriting.net ...
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.
The LMX theory highlights the role of communication in an organization. A two way relationship is
established between the employer and the employee, which aids the communication process. Better
relation results in lesser communication breakdown and therefore the message being passed down
can be received on time and acted upon quickly.
The LMX theory helps the employer in deciding whether a strong or weak relation is present with
the employees. For instance, if there are a lot of out–groups present it reflects the bad leadership
qualities of the employer. This theory enables the employer to identify the bad relations and work
upon them to ensure that they are made positive and helpful towards the firms ultimate goals.
The LMX theory explains in detail the importance of loyalty within a firm. Whether for the
employer or the employee. If the employer is disloyal he will have a weak relation with the
employees and if the employee is disloyal he will be moved to the out–group which will be harmful
for him as it will provide no opportunity for his

Leader-Member Exchange Theory
Leader–Member Exchange (LMX) theory explains the two–fold connection and the communication
between a leader and subordinate. In comparison to the other leadership theories, the LMX theory is
different because it focuses on the distinct relationships between the leader and each follower and
the dual alliance that they share.It determines the extent to which leaders and followers have
common respect for each other's skills, personally feel a greater sense of compatible trust, and have
a good sense of responsibility to each other. My questionnaire scores were in the high range for
completing the questions both as a leader and a follower. My scores regarding my relationship with
myleader were very high, a 35. In describing my relationship with followers, my score was in the
high range, a 29. Reflecting about my scores, I wasn't surprised about the results. I feel that in the
role of leadership, I would work tirelessly to provide a positive work environment as well as
positive relationships with my followers.But, there remains an area where I could improve in
communicating better with followers. Being an all–inclusive leader would ensure that no followers
would feel isolated. This includes to always provide a level playing field and to establish an
environment where followers are not observing but instead participating. This would lead to an
equitable atmosphere and would improve the major points of the leader–member theory: respect,
relationships, and work ethic. ... Show more content on Helpwriting.net ...
It is evident that this theory has many parts that would find success in any setting including schools
and businesses. The LMX model supports a leader to be conscious of how they inspire followers in
the work place.Finally, a leader should always strive to put a spotlight on an environment of
fellowship, civility, dependable, and

The Second Concept Leaders And The Civil Rights Movement
The second concept leaders must account is what followers are accustomed to. All three leaders
discussed above had an easier transition, because all three countries were familiar with male leaders.
This is typical because male leaders are sought to give stability and safety (Thoroughgood).
Germany and Cuba would not have accepted anything other than a strong and confident male leader.
The situation Jim Jones was in was slightly different due to the numerous male leaders who
supported both sides of the Civil Rights Movement; however, a leader speaking out strongly in
support for desegregation would have possessed a strong pull. Another important aspect was that he
was a white man, who was told to have even believed in desegregation as a child. The stories about
him turning his back on his family when his father would not let his black friend in the house only
added to his followers' love for him. All of these leaders created affiliations with their followers
through their ethnic ties, race, and gender. This affiliation is crucial for a leader–follower
relationship, because the followers want to feel like they are connected to the leader. If Fidel had
been an American, he would not have been able to rise to power due to the Anti–American agenda.
Hitler was about to dodge the fact that he did not have blonde hair and blue eyes because he grew
his plans slowly and because he was a national German who had served in the First World War and
suffered just as other Germans had.

The Leader Member Exchange Theory

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