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1. ALI TAHA OLEIWI GP170033
ROY HAIZAL BIN ABDELLAH GP170081
MUHAMMAD ZAKWAN BIN ABU HUSSIN GP170096
MOHAMMED HAYDER NADHIM GP170097
ALI MUGAHED ALI AL-RAHMI GP170108

2.  Leader-member exchange (LMX) is a leadership theory that is
based on the relationship between a leader and a follower.
 This theory measures the relationships between a leader and
his or her followers and attempts to predict worker outcomes like
productivity, turnover, promotion potential, and organizational
commitment.
 Leader member exchange differs from other leader-follower
theories in that LMX recognizes that each follower has a unique
relationship with the leader.
 The varied relationships between the leader and follower result
in some followers being part of an in-group, and others part of an
out-group

3. LMX theory challenges the believes that
leaders should interrelated with and have
same association with every member of the
group. This theory addresses the issue that
peoples are vastly different and need to be
interrelated with as such.

4. 1. Stranger Phase
 Roles are highly scripted
 Most exchanges are done based on the organisational
rules and hierarchal status.
 There is very little trust
 The subordinate is self- motivated

5. 2. Acquaintance Phase
 Leader offers subordinate benefit and information
exchange
 More trust is developed
 Subordinates more focus to the group goals
3. Partnership Phase
 Mutual and high quality leader and subordinate
exchanges
 Favours are done for one another
 There is mutual trust
 Subordinates may be relied on extra duties
 Subordinates are focus on group goals and move
beyond their self- interests.

6. The members who go beyond their expected roles and
have a constructive approach to the tasks and receive
special attention from the leaders.
Leaders identify them as subordinates that are
proactively seeking to help the leadership role.
The In-Group is identified as high-quality of LMX with
positive outcomes.

7.  The members, who only try to work enough to fulfil
their contractual obligations.
 Compared to the in-group, the members of out-
group do not receive any additional attention or
benefits.
 Their interaction with leader is formal and task
oriented.
 The out-group is a low degree LMX and as
expected only provides average results.

8.  Preferential treatment from leaders, upper
management etc.
 Better and higher quality information exchange
 Free access to leader for feedback, signature etc.
 Better chance to receive higher marks on
performance feedback.
 Access to resources such as papers, money, staff
etc.

9.  Lack of access to resources, leadership input, fair
feedback.
 Limited trust and information exchanges with
leadership.
 Feeling of neglect and loss of team identity.
 Lower production and morale.

10. Subordinate that are involved in a high quality
relationship with their leader receive disproportionate
attentions from managers, higher performance
evaluations, report lower turnover rates, and experience
greater satisfaction with their manager.
(jones,2009)

11. STRENGHTS
 DYADIC RELATIONSHIP
 VERY DESCRIPTIVE THEORY
 SIGNIFICANT
 REMINDER TO LEADER
 POSITIVE WAVE

12. WEAKNESSES
 UNFAIR
 LOW QUALITY
 LACK OF CONTENT

13. CONCLUSION
 EASY TO LOOK FOR LEADER
 ALL LINE MANAGER CAN USE
 MORE UNDERSTANDING
 FLEXIBLE
 UNIQUE