The document summarizes the leader-member exchange (LMX) theory, which proposes that leaders form two groups - an in-group and an out-group - among their followers. Members of the in-group receive greater responsibilities, rewards, and attention from the leader. Research supports that in-group members have higher performance and job satisfaction than out-group members. The LMX theory emphasizes developing high-quality relationships with as many subordinates as possible to maximize productivity and engagement.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
AbstractGiven the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–organization triad: independent, mediated, and parallel. Accordingly, the coaching space appears to be either a generator, supporter, or analyzer of power. Overall, by approaching coaching as a political space, we call for increased awareness of the conditions that facilitate the experience of the coaching space as empowering rather than limiting and controlling.
Dima LouisBeirut, Lebanon
Pauline Fatien DiochonSKEMA Business School - Université Côte d’Azur, France
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
Leadership and Organizational Culture: What’s the Connection?Denison Consulting
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
AbstractGiven the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–organization triad: independent, mediated, and parallel. Accordingly, the coaching space appears to be either a generator, supporter, or analyzer of power. Overall, by approaching coaching as a political space, we call for increased awareness of the conditions that facilitate the experience of the coaching space as empowering rather than limiting and controlling.
Dima LouisBeirut, Lebanon
Pauline Fatien DiochonSKEMA Business School - Université Côte d’Azur, France
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
Leadership and Organizational Culture: What’s the Connection?Denison Consulting
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Mediating Effect of Reputation on the Relationship between Interpersonal Skil...paperpublications3
Abstract: Career success is determined by a number of factors, including some combination of specific competencies and a performance record, along with network development, organizational politics, and reputation building. The county government of Uasin Gishu has of late received negative publicity for its policy on career development. Although interpersonal skills have been argued by researchers to demonstrate influence on work and career outcomes, a few attempts have been made to show how interpersonal skills influences these outcomes. This study investigated the relationship between interpersonal skills and career success of employees of Uasin Gishu County. The specific objectives of the study were: To determine the relationship between networking and career success, to establish the relationship between personal promotion and career success, to determine the relationship between impression management and career success, to establish the relationship between use of influence tactics and career success, and to determine whether reputation has any mediating effect on the relationship between interpersonal skills and career success. A case research design was used. Target population was all the employees of Uasin Gishu County government. Stratified ransom sampling and then simple random sampling was used to obtain the respondents for this proposed study. Primary data was collected using standard questionnaires. Interpersonal skills were taken as the independent variable, career success the dependent variable, and reputation as the mediating variable. Reliability was assessed using Cronbach’s alpha and the data was analyzed using SPSS. Both descriptive and inferential statistics were used to analyze the data. The study findings showed a significant positive correlation between networking skills and career success (r = .933, p=0.000), impression management and career success (r = .775, p=0.000), self-promotion and career success (r =.933, p=0.000), use of influence tactics and career success (r=.896, p=0.000). Also there was a significant positive correlation between reputation and networking skills (r =.909, p=0.000), impression management (r =829, p=0.000), self-promotion (r=.933, p=0.000), and use of influence tactics(r=.896, p=0.000), (r=.909, p=0.000). The result of the study indicated that networking does not have a significant effect on career success, impression management was found to have a positive significant relationship with career success, and there was no significant effect of use of influence tactics on career success. Reputation was found to partially mediate the relationship between interpersonal skills and career success and hence on the other hand, results indicated that reputation fully mediate the relationship between impression management and career success and hence. It was also found that reputation fully mediated the relationship between self-promotion and career success.
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia
MANAGEMENT AND ORGANIZATION, GROUP COMPOSITION, ORGANIZATIONAL BEHAVIOR, ORGANISATIONAL BEHAVIOUR, GROUP VS TEAM, THEORIES OF GROUP FORMATION, CLASSIFICATION OF GROUPS, GROUP COMMUNICATION, STAGES OF GROUP FORMATION, GROUP STRUCTURE OF AN ORGANIZATION, GROUP DECISION MAKING, TECHNIQUES IN GROUP DECISION-MAKING, ORGANIZATION’S STUDY, LIBCORPIO786, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
What Makes Leaders Effective? A Stakeholder Approach to Leadership Effective...Denison Consulting
This paper suggests using multiple criteria of effectiveness to improve our understanding of
the relationship between leadership behaviors and effectiveness. Using Denison & Neale’s
(1996) leadership framework, the paper examines twelve leadership roles and three criteria of
effectiveness, as judged by bosses, peers, direct reports, and the leaders themselves.
www.nationalforum.com - Dr. Jeff Goldhorn, Dr. W. Sean Kearney, Dr. Michael W...William Kritsonis
www.nationalforum.com - Dr. Jeff Goldhorn, Dr. W. Sean Kearney, Dr. Michael Webb - NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-in-Chief
Dr. William Allan Kritsonis
Personnel Issues
Public School Law Series
National Issues & Concerns - New Answers To Lingering Problems in Public School Law
Dr. Fred C. Lunenburg - Financial Controls - Published in the NATIONAL FORUM ...William Kritsonis
Dr. Fred C. Lunenburg - Financial Controls - Published in the NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL - www.nationalforum.com - Dr. William Allan Kritsonis, Editor-in-Chief, Houston, Texas
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Mediating Effect of Reputation on the Relationship between Interpersonal Skil...paperpublications3
Abstract: Career success is determined by a number of factors, including some combination of specific competencies and a performance record, along with network development, organizational politics, and reputation building. The county government of Uasin Gishu has of late received negative publicity for its policy on career development. Although interpersonal skills have been argued by researchers to demonstrate influence on work and career outcomes, a few attempts have been made to show how interpersonal skills influences these outcomes. This study investigated the relationship between interpersonal skills and career success of employees of Uasin Gishu County. The specific objectives of the study were: To determine the relationship between networking and career success, to establish the relationship between personal promotion and career success, to determine the relationship between impression management and career success, to establish the relationship between use of influence tactics and career success, and to determine whether reputation has any mediating effect on the relationship between interpersonal skills and career success. A case research design was used. Target population was all the employees of Uasin Gishu County government. Stratified ransom sampling and then simple random sampling was used to obtain the respondents for this proposed study. Primary data was collected using standard questionnaires. Interpersonal skills were taken as the independent variable, career success the dependent variable, and reputation as the mediating variable. Reliability was assessed using Cronbach’s alpha and the data was analyzed using SPSS. Both descriptive and inferential statistics were used to analyze the data. The study findings showed a significant positive correlation between networking skills and career success (r = .933, p=0.000), impression management and career success (r = .775, p=0.000), self-promotion and career success (r =.933, p=0.000), use of influence tactics and career success (r=.896, p=0.000). Also there was a significant positive correlation between reputation and networking skills (r =.909, p=0.000), impression management (r =829, p=0.000), self-promotion (r=.933, p=0.000), and use of influence tactics(r=.896, p=0.000), (r=.909, p=0.000). The result of the study indicated that networking does not have a significant effect on career success, impression management was found to have a positive significant relationship with career success, and there was no significant effect of use of influence tactics on career success. Reputation was found to partially mediate the relationship between interpersonal skills and career success and hence on the other hand, results indicated that reputation fully mediate the relationship between impression management and career success and hence. It was also found that reputation fully mediated the relationship between self-promotion and career success.
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia
MANAGEMENT AND ORGANIZATION, GROUP COMPOSITION, ORGANIZATIONAL BEHAVIOR, ORGANISATIONAL BEHAVIOUR, GROUP VS TEAM, THEORIES OF GROUP FORMATION, CLASSIFICATION OF GROUPS, GROUP COMMUNICATION, STAGES OF GROUP FORMATION, GROUP STRUCTURE OF AN ORGANIZATION, GROUP DECISION MAKING, TECHNIQUES IN GROUP DECISION-MAKING, ORGANIZATION’S STUDY, LIBCORPIO786, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
What Makes Leaders Effective? A Stakeholder Approach to Leadership Effective...Denison Consulting
This paper suggests using multiple criteria of effectiveness to improve our understanding of
the relationship between leadership behaviors and effectiveness. Using Denison & Neale’s
(1996) leadership framework, the paper examines twelve leadership roles and three criteria of
effectiveness, as judged by bosses, peers, direct reports, and the leaders themselves.
www.nationalforum.com - Dr. Jeff Goldhorn, Dr. W. Sean Kearney, Dr. Michael W...William Kritsonis
www.nationalforum.com - Dr. Jeff Goldhorn, Dr. W. Sean Kearney, Dr. Michael Webb - NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-in-Chief
Dr. William Allan Kritsonis
Personnel Issues
Public School Law Series
National Issues & Concerns - New Answers To Lingering Problems in Public School Law
Dr. Fred C. Lunenburg - Financial Controls - Published in the NATIONAL FORUM ...William Kritsonis
Dr. Fred C. Lunenburg - Financial Controls - Published in the NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL - www.nationalforum.com - Dr. William Allan Kritsonis, Editor-in-Chief, Houston, Texas
PhD presentation, Dr. William Allan Kritsonis, PVAMU, The Texas A&M University System, Book by Dr. Fenwick W. English titled The Art of Educational Leadership: Balancing Performance and Accountability.
William Allan Kritsonis, PhD
Margaret Curette Patton, PhD Proposal Defense, Dr. William Allan Kritsonis, D...William Kritsonis
Dr. William Allan Kritsonis, PhD Dissertation Committee for Margaret Curette Patton, PhD Program in Educational Leadership, PVAMU, Member of the Texas A&M University System.
William Allan Kritsonis, PhD
PhD, University of Iowa, Iowa City, Iowa, 1976
M.Ed. Seattle Pacific University, Seattle, Washington, 1971
B.A. Central Washington University, Ellensburg, Washington
Visiting Scholar, Columbia University, Teachers College, New York, 1981
Doctor of Humane Letters, School of Graduate Studies, Southern Christian University
National FORUM Journals - Partial Listing of Published Writers - www.national...William Kritsonis
National FORUM Journals - Partial Listing of Published Writers - www.nationalforum.com
Dr. William Allan Kritsonis is Editor-in-Chief, NATIONAL FORUM JOURNALS. Since 1983, over 5,200 writers published.
National FORUM Journals, Dr. William Allan Kritsonis, Editor-in-ChiefWilliam Kritsonis
Authors Published
NATIONAL FORUM JOURNALS
Publication Year: 2013
Jon E. Travis and Kayla F. Price
JoHyun Kim and Kriss Kemp-Graham
Petra A. Robinson, Delores Rice, Donald Stoddart, Mary V. Alfred
J. Schroeder, M. Plata, H. Fullwood, M. Price, J. Sennette
LaVelle Hendricks and Kriss Y. Kemp-Graham
Karl E. Payton and Joyce A. Scott
Hattie M. Powell and Joyce A. Scott
Dena A. Owens and Jon E. Travis
Lea Susann Roden, Arthur J. Borgemenke, William Charles Holt
Jose Victor Lineros and Maria Hinojosa
LaVelle Hendricks and Jamaica Powell Chapple
LaVelle Hendricks, Angie Wilson, Jamaica Powell Chapple
Darlene Waller
Julia W. Ballenger and Sharon Ninness
LaVelle Hendricks, Amir Abassi, Angela Williams-McGill
LaVelle Hendricks and Angie Wilson
LaVelle Hendricks
LaVelle Hendricks, Linda Ball, Steven Ball
LaVelle Hendricks and Tyrone Ivery
LaVelle Hendricks, Dean Aslina, Guy Morris
Termination Presentation PPT. - Dr. William Allan KritsonisWilliam Kritsonis
PPT. Termination Lecture - Dr. William Allan Kritsonis
The Region 6 Texas National Association for Multicultural Education honors Dr. William Allan Kritsonis as a Professor, Scholar, and Pioneer Publisher for Distinguished Service to Multicultural Research Publishing. The ceremony was on the campus at Texas A&M University, College Station, Texas.
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
One of the most extensive elaborations of leadership as a relationsh.pdfshalini178068
One of the most extensive elaborations of leadership as a relationship is found in Leader-
Member Exchange (LMX) Theory. What is the basic premise of LMX Theory? What is
involved in the “exchange” process between a leader and his/her followers? Discuss the
essence of this perspective on the leader-member relationship.
Solution
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,
assistants and advisors, to whom they give high levels of responsibility, decision influence, and
access to resources. This in-group pay for their position. They work harder, are more committed
to task objectives, and share more administrative duties. They are also expected to be fully
committed and loyal to their leader. The out-group, on the other hand, are given low levels of
choice or influence.
This also puts constraints upon the leader. They have to nurture the relationship with their inner
circle whilst balancing giving them power with ensuring they do not have enough to strike out on
their own.
The LMX process
These relationships, if they are going to happen, start very soon after a person joins the group
and follow three stages.
1. Role taking
The member joins the team and the leader assesses their abilities and talents. Based on this, the
leader may offer them opportunities to demonstrate their capabilities.
Another key factor in this stage is the discovery by both parties of how the other likes to be
respected.
2. Role making
In the second phase, the leader and member take part in an unstructured and informal negotiation
whereby a role is created for the member and the often-tacit promise of benefit and power in
return for dedication and loyalty takes place.
Trust-building is very important in this stage, and any felt betrayal, especially by the leader, can
result in the member being relegated to the out-group.
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 th.
4 Organizational Behavior—Macro
Learning Objectives
After reading this chapter, you should be able to:
• Identify and define the types of groups found in business organizations.
• Summarize the principal theories of group dynamics.
• Analyze group performance and effectiveness.
• Discuss the role of physicians as stakeholders in health organizations.
• Apply evidence-based management principles to health organizations.
• Compare functional and dysfunctional organizations.
Michael Pole/CORBIS
CN
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CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_04_c04_091-120.indd 91 4/24/14 2:03 PM
Section 4.1Introduction to Organizational Behavior—Macro
Staff and Executive-Level Teams Are Fundamentally Different
A motivational poster frequently found in managers’ offices displays a team of rowers to illustrate the
concept of people working together; a popular offering from the Art of Rowing company is titled Team-
work: Together We Achieve More. When most people on a team are doing similar jobs, the rowing
metaphor is very apt. However, executive-level teams are different:
Executive teams are more like baseball teams. Sure, they are all wearing one uni-
form and following one game plan, but sometimes they work alone (as in the case
of a batter), sometimes they work in pairs (pitcher throws to catcher, or shortstop
and first baseman collaborate in a double play) and only seldom do they all get in
on the action.. . . Don’t expect a team at that level to feel the same way your depart-
ment level team does. You’re not all in the same boat. So figure out the game plan,
play your position, and keep your head up to spot your chances to support your
teammates. (Davey, 2012, p. 1)
When one thinks of the ideal executive-
level team, a better metaphor might be
a company softball team—which can
include both men and women of varying
ages and ethnicities. However, company
softball teams are seldom good at playing
softball; many are formed to encourage
camaraderie among the players and sup-
porters, thereby strengthening working
relationships and organizational com-
mitment. Organizations need and value
talented individuals who can work col-
laboratively with others; being a “team
player” is an important attribute for
success in almost every type of job. Since
much of the clinical and administrative
work in health organizations is done in
groups or teams, it is important for health
care professionals to understand the work-
ings of, participate in, and lead teams.
Critical Thinking and Discussion Questions
1. What have you learned from participating in a department or management team?
2. How important is team camaraderie among executives in health care organizations?
4.1 Introduction to Organizational Behavior—Macro
Chapter 3 focused on the individual behavior in organizations. This chapter focuses
on group behavior and discusses how organizations achieve their goals by coalescing
the skills and efforts of individuals into group ...
Annotated Bibliography – Part 1 1
September 4, 2016
Annotated Bibliography – Part 1 2
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer
look at relational vulnerability. Journal of Leadership & Organizational Studies,
15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member
exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals
enrolled in an Executive MBA program at a large Southeastern University. The authors achieved
this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the
Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated
on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and
Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between
the CBT and LMX. They also found out that a linear relationship existed between the IBT and
LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership
researches and their opposition with leadership styles. Their main proposition is connected to the
fact that leaders differentiate in their dyadic relationship with followers rather than espousing a
particular leadership style with other members of the team or group. According to them, recent
studies has resulted to the LMX research development, which in their view, asserts that the
supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality”
relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a
valuable tool between LMX and performance. This is affirmative, as the LMX concept is
analyzed as a “trust-building” process. The implications of this study of the social exchange
theory (SET) are that it will help in providing strategies on how ethical leaders affect
Annotated Bibliography – Part 1 3
organizational goals and outcomes. Some researchers posit that the SET suggests that team
members and employees requite the leaders' behavior on them on a mutual ground. Relationship
in social exchange can eventually evolve which is characterized by good levels of trust and
diminished levels of control. The important concern is that it is pertinent to note that some of the
LMX parameters have measures that are directly correlated with the concept of trust. I contend
that power distance, which is an important cultural factor in any social exchange, may have an
influence in an LMX relationship. Consequently, further research should be conducted in order
to investigate the different perspectives of trust, and other non-linear results.
Wu, J. B., Tsui, A. S., & Kinicki, A. .
Running head ANNOTATED BIBLIOGRAPHY 1ANNOTA.docxSUBHI7
Running head: ANNOTATED BIBLIOGRAPHY
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ANNOTATED BIBLIOGRAPHY
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Annotated Bibliography
Shawn Harden
Southern Wesleyan University
July 19, 2017
Article 1
According to the article “Too Much of a Good Thing,” intellectual roots of organizational and management theory involves the Japanese leaders approach to quality improvement. The topic is related to organizational behavior in that it discusses quality and its compatibility with innovation. Innovation is a subtopic in human behavior in the workplace and its impact on the company. This topic makes a difference in management in that it discusses how organizations can properly manage quality improvement activities and thus achieve innovations. This article discusses strategy methods such as the waterfall methodology, which makes employees especially programmers more productive. Strategy formulation involves activities geared at creating a particular strategy such as the waterfall strategy. Strategy implementation involves using the formulated strategy to achieve results. Management can change significantly by responding to radical innovation.
Article 2
According to the second article “Rebuilding companies as communities,” the intellectual roots of organizational and management theories are based on the concept of making companies a place where employees can engage and are committed to one another. The topic is related to organizational behavior in that it discusses the idea of organizational culture and employee’s attitude towards building companies as communities. The topic contributes to management in that it suggests the kind of leadership that would best work for this kind of an organization suggesting that distributed and engaged leadership would be effective. The article suggests community-ship as a strategy of improving modern age organizations. According to this article, management can improve through leadership activities such as the creation of a work atmosphere that promotes trust.
Article 3
According to the third article, “Making management matter” the roots of organizational and management involve leadership and must struggle to be rigorous and interdisciplinary. The topic is related to organizational behavior in that it talks about leadership, which is a subtopic or organizational behavior and influencing employee’s behavior and attitude towards an achievement. The topic adds to management by arguing that a major requirement of management research need to be rooted in practical issues and finding the right balance between interdisciplinary research and drawing from diverse disciplines. A good strategy in business, especially for a leader, is to have a sense of where the company wants to achieve and working with the team to make things happen. Management can improve through the research that draws from academic disciplines to allow managers to comprehend the content of detailed issue they are handling.
Article 4
In the fourth article, “It’s ...
Teamwork and team building capacity of Nepalese managers: An Analysis of Emer...scmsnoida5
The roles of teaming in any organization do not
require any lengthy expression. Without teaming
up of the employees hardly organizations achieve
any success. The major purpose of organizations to
meet competitive challenges of these days, become
far from reach in the absence of effective teams led
by efficient manager. This article addresses issues
on how far Nepalese managers are successful
in building teams in their organizations, what
factors are responsible for successful operations of
teams, how Nepalese managers are different from
managers of other Countries in this regard. The
methodology uses both primary and secondary
data. Research approach is qualitative as well as
quantitative (mixed approach).
Similar to Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010 (20)
Model Attribute Check Company Auto PropertyCeline George
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The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
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Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010
1. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
VOLUME 13, NUMBER 1, 2010
Leader-Member Exchange Theory:
Another Perspective on the Leadership Process
Fred C. Lunenburg
Sam Houston State University
________________________________________________________________________
ABSTRACT
The basic idea behind the leader-member exchange (LMX) theory is that leaders
form two groups, an in-group and an out-group, of followers. In-group members are
given greater responsibilities, more rewards, and more attention. The leader allows
these members some latitude in their roles. They work within the leader’s inner
circle of communication. In contrast, out-group members are outside the leader’s
inner circle, receive less attention and fewer rewards, and are managed by formal
rules and policies. In this article, I discuss how the leader-member exchange theory
works; research findings; managerial implications of the theory; and how to build
high-quality leader-member exchange relationships with all employees.
________________________________________________________________________
Many theories of leadership assume that the superior behaves in essentially the
same manner toward all members of his or her work group. In fact, however, leaders
often act very differently toward different subordinates, and develop contrasting kinds of
relationships with them. This perspective on the leadership process is provided by the
leader-member exchange theory (LMX) (Graen & Uhl-Bien, 1995).
How the Leader-Member Exchange Theory Works
The LMX theory focuses on a dyad, that is, the relationship between a leader and
each subordinate considered independently, rather than on the relationship between the
superior and the group. Each linkage, or relationship, is likely to differ in quality. Thus,
the same leader may have poor interpersonal relations with some subordinates and open
and trusting relations with others. The relationships within these pairings, or dyads, may
be of a predominantly in-group or out-group nature.
A leader initiates either an in-group or an out-group exchange with a member of
the organization early in the life of the dyadic relationship. Members of the in-group are
invited to participate in decision making and are given added responsibility. The leader
allows these members some latitude in their roles; in effect, the leader and key
1
2. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
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subordinates negotiate the latter’s responsibilities in a non-contractual exchange
relationship. In essence, an in-group member is elevated to the unofficial role of “trusted
lieutenant.” In-group members, in many respects, enjoy the benefits of job latitude
(influence in decision making, open communications, and confidence in and
consideration for the member). The subordinate typically reciprocates with greater than
required expenditures of time and effort, the assumption of greater responsibility, and
commitment to the success of the organization.
In contrast, members of the out-group are supervised within the narrow limits of
their formal employment contract. Authority is legitimated by the implicit contract
between the member and the organization. The leader will provide support, consideration,
and assistance mandated by duty but will not go beyond such limits. In effect, the leader
is practicing a contractual exchange with such members; they are “hired hands,” who are
being influenced by legitimate authority rather than true leadership. In return, out-group
members will do what they have to do and little beyond that.
Research Findings
Research on the LMX theory is supportive. Specifically, the research supporting
the LMX theory indicates that leaders do differentiate among followers and that these
differences are not random. Followers exhibiting higher levels of self-efficacy were more
likely to form in-group relationships with leaders, who perceived the followers to be
more likable and to be more similar in personality to the leader (Murphy & Ensher,
1999). Furthermore, perceived similarities between the leader and the follower, implicit
theories, and self-schemas led to greater liking of subordinates and higher quality leader-
member exchanges (Engle & Lord, 1997). The perception of similarity seems to be a
more important factor than the actual demographic similarities (age, gender, ethnicity)
(Murphy & Ensher, 1999).
Research further suggests that a sharp distinction between the in-group and the
out-group may not be desirable, because subordinates in the out-group might resent their
relatively inferior status and differential treatment (McClane, 1991; Yukl, 2010). There is
evidence that members of the in-group (those who report a high-quality relationship with
the leader) assume greater job responsibility, contribute more to the organization, and are
rated higher in performance than members of the out-group (those who report a low-
quality relationship with the leader) (Schreisheim, Neider, & Scandura, 1998). And, the
type of stress varies by the group to which a subordinate belongs. In-group members’
stress emanates from the additional responsibilities given to them by the leader, whereas
out-group members’ stress emanates from being left out of the communication loop
(Nelson, Basu, & Purdie, 1998).
Results from a recent meta-analysis of 50 studies involving 9,324 subjects
revealed a moderately strong, positive relationship between subordinates with in-group
status and engagement in more helping or “citizenship” behaviors at work (Ilies,
Nahrgang, & Morgeson, 2007). In another study, followers with in-group status with their
leaders had higher performance ratings and reported greater satisfaction with the leader
(Chen, Lamb, & Zhong, 2007). These positive research findings for in-group members
3. FRED C. LUNENBURG
_____________________________________________________________________________________3
should not be surprising, considering our knowledge of the self-fulfilling prophesy.
Leaders invest their resources in those they expect to perform well. Moreover, leaders
believe that in-group members are the most competent and, therefore, they treat them as
such fulfilling the self-fulfilling prophesy (Eden, 1992).
Managerial Implications
An important implication of the leader-member exchange theory is that the
quality of the relationship between the leader and each group member has important job
consequences. Specifically, the research supporting the LMX theory indicates that
subordinates with in-group status with their leaders will have higher productivity and job
satisfaction, improved motivation, and engage in more citizenship behaviors at work
(Ilies, Nahrgang, & Morgeson, 2007; Chen, Lam, & Zhong, 2007). Leaders invest more
resources in those they expect to perform well (i.e., those they have designated as in-
group members); and they treat them differently than they do out-group members.
Therefore, it is suggested that leaders develop high-quality relationships with as many
subordinates as possible. They should have as large an in-group and as small an out-
group as possible (George & Jones, 2008).
How to Build High-Quality Leader-Member Exchange Relationships
As noted above, the better the leader-member exchange relationship between
leader and follower, the higher the productivity, job satisfaction, motivation, and
citizenship behavior of the follower. Following are some tips that may help to build high-
quality leader-member exchange relationships (Schermerhorn, Hunt, & Osborn, 2011).
Stage 1. Meet separately with your employees in the initial stage to help each of you
evaluate each others motives, attitudes, and potential resources to be exchanged, and
establish mutual role expectations.
Stage 2. For those where the initial meeting was most promising, work toward refining
the original exchange relationship and developing mutual trust, loyalty, and respect for
these “in-group” members.
Stage 3. Some of these relationships will advance to a third (mature) stage where
exchange based on self-interest is transformed into mutual commitment to the vision,
mission, and objectives of the work unit.
Stage 4. Reward these second and third stage “in-group members” with greater status,
influence, and benefits in return for extra attention from them, and remain responsive to
their needs with strong reliance on persuasion and consultation.
Stage 5. Follow up with day-to-day observations and discussions and work toward
increasing the number of in-group members.
The relationship between a leader and his or her own supervisor is also a dyad
that can be classified as an in-group or out-group relationship. Leaders who have high-
4. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
4_____________________________________________________________________________________
quality relationships with their own supervisors are more likely to develop high-quality
relationships with their subordinates (George & Jones, 2008). Following are some tips for
improving the quality of leader member exchanges between the leader and his or her
supervisor (Kreitner & Kinicki, 2010).
Stay focused on your department’s goals and remain positive about your ability to
accomplish your goals. An unsupportive boss is just another obstacle to be
overcome.
Do not fall prey to feeling powerless, and empower yourself to get things done.
Exercise the power you have by focusing on circumstances you can control and
avoid dwelling on circumstances you cannot control.
Work on improving your relationship with your manager. Begin by examining the
level of trust between the two of you, and then try to improve it by frequently and
effectively communicating. You can increase trust by following through on your
commitments and achieving your goals.
Use an authentic, respectful, and assertive approach to resolve differences with
your manager. It is useful also to use a problem-solving approach when
disagreements arise.
Conclusion
The basic idea behind the leader-member exchange (LMX) theory is that leaders
form two groups, an in-group and an out-group, of followers. In-group members are
given greater responsibilities, more rewards, and more attention. The leader allows these
members some latitude in their roles. They work within the leader’s inner circle of
communication. In contrast, out-group members are outside the leader’s inner circle,
receive less attention and fewer rewards, and are managed by formal rules and policies.
As a result, in-group members have higher productivity, job satisfaction, motivation, and
engage in more citizenship behaviors than out-group members. Therefore, leaders should
develop high-quality relationships with as many subordinates as possible. Their in-group
should be as large as their out-group.
References
Chen, Z., Lam, W., & Zhong (2007). Leader-member exchange and member
performance: A new look at individual-level negative feedback-seeking behavior
and team-level empowerment culture. Journal of Applied Psychology, 92(1), 202-
212.
Eden, D. (1992). Leadership and expectations: Pygmalion effects. Leadership
Quarterly, 3, 278-279.
Engle, E. M., & Lord, R. G. (1997). Implicit theories, self-schemas, and leader-member
exchange. Academy of Management Journal, 40(4), 988-1010.
5. FRED C. LUNENBURG
_____________________________________________________________________________________5
George, J. M., & Jones, G. R. (2008). Understanding and managing organizational
behavior (5th ed.). Upper Saddle River, NJ: Prentice Hall.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership:
Development of the leader-member exchange (LMX) theory of leadership over 25
years. Leadership Quarterly, 6, 219-247.
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and
citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1),
269-277.
Kreitner, R., & Kinicki, A. (2010). Organizational behavior (9th ed.) (pp. 484-485). New
York, NY: McGraw-Hill.
Mage, G. C. (2003, September). Leading despite your boss. HR Magazine, 139-144.
McClane, W. E. (1991). Implications of member role differentiation: Analysis of a key
concept in the LMX model of leadership. Group and Organization Studies, 16,
102-113.
Murphy, S. E., & Ensher (1999). The effects of leader and subordinate characteristics in
the development of leader-member exchange quality. Journal of Applied
Psychology, 29(7), 1371-1394.
Nelson, D., Basu, R., & Purdie, R. (1998). An examination of exchange quality and work
stressrs in leader-follower dyads. International Journal of Stress Management, 5,
103-112.
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2011). Organizational behavior (11th
ed.) (p. 253). New York, NY: Wiley.
Schriesheim, C. A., Neider, L. L., & Scandura, T. A. (1998). Academy of Management
Journal, 41(3), 298-318.
Yukl, G. (2006). Leadership in organizations (6th ed.) (pp. 117-120). Upper Saddle River,
NJ: Prentice Hall.
Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice
Hall.