Shauna martin edl 601 lmx_initial response
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LMX theory addresses leadership as a process of interactions between leaders and followers. Early studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers, with in-groups having high-quality exchanges like trust and influence. Later studies showed high-quality LMX leads to less turnover and better performance. Critics argue LMX can seem unfair and lacks standardized measures. Further research examined how perceptions of LMX quality can differ between leaders and followers.
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Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
Impact of leadership on organizational performance
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
8.4 lmx theory full
https://www.linkedin.com/in/mohammed-hayder-38a660144/
https://twitter.com/mhn_91s
https://www.facebook.com/moalbasrawi
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
LMX Presentation
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
08 Leader-Member Exchange Theory.pptx
Leader-member exchange (LMX) theory conceptualizes leadership as a process centered on interactions between leaders and subordinates. Early LMX studies found leaders form in-groups and out-groups among subordinates, with in-groups receiving more support and resources. Later research showed high-quality leader-member exchanges lead to improved individual and organizational outcomes. LMX theory prescribes leaders work to develop high-quality relationships with all subordinates through mutual trust and respect.
Path goal theory
Path-Goal Theory describes how leaders can motivate followers to achieve goals. It states that leadership should enhance employee performance and satisfaction by focusing on employee motivation. The leader must use a style that meets the motivational needs of followers based on their characteristics and the work setting. The leader determines outcomes subordinates want to achieve, rewards high performance, and ensures subordinates believe they can achieve goals and perform well.
Leadership, early & contemporary approaches to leadership
Leadership, early & contemporary approaches to leadershipAl - Qurmoshi Institute of Business Management, Hyderabad
This document provides an overview of early and contemporary approaches to leadership. It discusses trait, behavioral, situational, path-goal, and contingency theories as early approaches. Contemporary approaches covered include transformational leadership, which inspires followers to strive for a shared vision, transactional leadership, which links performance to rewards, charismatic leadership, and level-5 leadership, which combines determination and humility. The document examines key elements and characteristics of each approach.Recommended
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
Impact of leadership on organizational performance
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
8.4 lmx theory full
https://www.linkedin.com/in/mohammed-hayder-38a660144/
https://twitter.com/mhn_91s
https://www.facebook.com/moalbasrawi
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
LMX Presentation
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
08 Leader-Member Exchange Theory.pptx
Leader-member exchange (LMX) theory conceptualizes leadership as a process centered on interactions between leaders and subordinates. Early LMX studies found leaders form in-groups and out-groups among subordinates, with in-groups receiving more support and resources. Later research showed high-quality leader-member exchanges lead to improved individual and organizational outcomes. LMX theory prescribes leaders work to develop high-quality relationships with all subordinates through mutual trust and respect.
Path goal theory
Path-Goal Theory describes how leaders can motivate followers to achieve goals. It states that leadership should enhance employee performance and satisfaction by focusing on employee motivation. The leader must use a style that meets the motivational needs of followers based on their characteristics and the work setting. The leader determines outcomes subordinates want to achieve, rewards high performance, and ensures subordinates believe they can achieve goals and perform well.
Leadership, early & contemporary approaches to leadership
Leadership, early & contemporary approaches to leadershipAl - Qurmoshi Institute of Business Management, Hyderabad
This document provides an overview of early and contemporary approaches to leadership. It discusses trait, behavioral, situational, path-goal, and contingency theories as early approaches. Contemporary approaches covered include transformational leadership, which inspires followers to strive for a shared vision, transactional leadership, which links performance to rewards, charismatic leadership, and level-5 leadership, which combines determination and humility. The document examines key elements and characteristics of each approach.Path goal leadership theory presentaion
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
contemporary issues in leadership (Chapter No. 13 )
This document discusses contemporary leadership theories and approaches. It contrasts traditional views of leadership with more modern perspectives that emphasize the importance of communication and influence. Two major contemporary theories discussed are charismatic leadership, where leaders display heroic behaviors, and transformational leadership, where leaders inspire followers to pursue organizational goals. The document also covers topics like trust, ethics, mentoring roles and challenges of online leadership.
Communication and group dynamics mpob
The document discusses communication and group dynamics. It defines communication as conveying meaning between entities using shared signs and rules. Group dynamics refers to behaviors within and between social groups.
The communication process involves a sender encoding a message and selecting a channel to send it through to the receiver, who decodes it. Noise can hinder communication. Channels can be formal, set by the organization, or informal, for personal messages. Communication can be one-way or two-way with feedback. Networks can be decentralized or centralized.
Direction of communication in organizations can be downward, upward, or horizontal. Interpersonal communication includes verbal like oral or written, and nonverbal like body language. Models of communication discussed are Shannon-We
Ohio State Studies (Behavioral Theories of Leadership)
OHIO STATE STUDIES ON LEADERSHIP
Ralph M. Stogdill at the Bureau of Business Research at Ohio State University initiated a series of researches on leadership in 1945.
Ohio State Leadership study was more interested in which specific behaviors effective leaders executed (compared to ineffective leaders).
OBJECTIVE OF THE STUDY
To identify the major dimensions of the leadership.
To investigate the effect of leader’s behavior.
STUDY
The research was based on questionnaires to leaders and subordinates of the organizations.
These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ).
They found two critical characteristics either of which could be high or low and were independent of one another.
These two characteristics are –
Consideration
Initiating structure
CONCLUSION
Consideration and initiating structure are independent of each other. In other words, a leader can display a high degree of both behavior types, and a low degree of both behavior types.
Followers of leaders who are high in consideration were more satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group and organization productivity along with more positive performance evaluations.
The findings of the LBDQ indicate that a successful leader will possess a strong ability to be considerate of others, as well as an ability to initiate structure.
Trait theory of leadership
Trait theory suggests that leadership qualities are innate and that leaders can be identified by their distinctive personality traits and characteristics. The document discusses Mahatma Gandhi and E. S. Ridharan as examples of trait leaders, outlining their key traits including ambition, desire to lead, honesty, integrity, self-confidence, intelligence, and job knowledge. Both Gandhi and Ridharan are described as born leaders who influenced people through their leadership skills and innovative approaches to achieving important goals for India.
Leadership - Organisational Behavior
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
Chapter 2 leadership
The document describes a group of workers clearing a road through dense jungle to reach the coast. The leaders organized the workers efficiently and monitored progress, which was excellent. However, one day someone climbed a tree and shouted "Wrong way!" questioning if they were doing the right thing.
It then discusses that management focuses on doing things efficiently while leadership ensures the correct goals and vision. Different leadership styles like autocratic and democratic are also examined in how they influence decision making and motivation.
The key highlight is that while the workers were efficiently clearing the jungle, someone realized they may have been focusing on the wrong objective or path, bringing into question if effective management was ensuring the right leadership and goals were in place.
Leader member exchange model
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
Charismatic & Transformational Leadership
This document discusses and compares charismatic leadership and transformational leadership. Charismatic leadership is defined by Max Weber and involves a leader with a large personality who inspires followers. Transformational leadership developed from Bass' work and involves developing visions and empowering followers. Both involve charisma but transformational leadership focuses more on organizations while charismatic leadership involves radical political figures. In education, charismatic leadership is seen in administrators while transformational leadership applies to teachers inspiring students to reach their potential.
The impact of leadership styles on employee motivation and performance
Leadership styles have a significant impact on employee motivation and engagement. Different styles, such as transformational leadership which inspires employees and encourages innovation, tend to result in higher levels of motivation and engagement among team members. In contrast, passive or laissez-faire approaches can reduce motivation and engagement over time if they do not provide adequate direction, feedback, or support.
Chapter 2 on Leadership
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Strategic Leadership
As the number of strategic dimensions and corresponding initiatives increases, so does the pressure on leadership. In periods of rapid change, organizations require bold strategies and strong leadership at all levels if it is to succeed.
The concepts of 'what is a leader' and 'how leaders are created' have been evolving over time.
Equity theory
This document summarizes a case study presented by students about a woman named Jane who felt unfairly overworked compared to her peers based on Equity Theory. Jane noticed she was working much harder than her coworkers by skipping breaks and taking on more responsibilities, but they seemed to relax in the office more. She complained to her supervisor and HR, who warned the coworkers to complete their work. Jane was satisfied once her peers increased their workload and the situation seemed fair again based on her input-output ratio matching theirs. The document analyzes how Jane experienced underpayment inequity according to Equity Theory and was motivated to resolve it until a fair situation was achieved.
The Managerial grid
This presentation is my take on the theory of The Managerial Grid propounded by Robert Blake and Jane Mouton.
Performance Management & Employee Development {Lecture Notes}
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Why Boards Need More Women
The document discusses initiatives taken to increase the percentage of women on corporate boards. It notes that some countries, like Norway, have implemented gender quotas that require a certain percentage of board seats be held by women. Other countries and organizations have adopted "comply or explain" rules which require companies to disclose their gender diversity policies and objectives or explain why they lack diversity. While there is debate around quotas, research suggests boards with greater gender diversity have strategic and financial performance advantages over homogeneous boards.
Path goal theory
Path-goal theory proposes that leaders clarify the path toward goals and remove obstacles for subordinates. The theory was first published in 1971 by Robert House and was inspired by earlier work on leadership behaviors and outcomes. According to the theory, leaders should exhibit different behaviors depending on subordinate and environmental factors. Key leader behaviors include directive, supportive, participative, and achievement-oriented styles. The theory aims to motivate subordinates by considering individual characteristics, task structure, and work groups.
Leadership
This document discusses various concepts related to leadership including definitions, characteristics, functions, qualities, importance, theories and styles of leadership. It defines leadership as a process of influencing others to achieve goals willingly. Some key points discussed include:
- Leadership is the ability to induce subordinates to work with confidence and zeal towards achieving organizational goals. It involves influencing followers through personal qualities and willingness to accept responsibility.
- Theories of leadership discussed include the trait theory, behavioral theory, situational theories, follower theory and charismatic leadership theory. Different leadership styles mentioned are autocratic, democratic, laissez-faire, bureaucratic, manipulative and paternalistic.
- Effective leadership involves consulting followers, developing cooperation
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Path-goal Theory
Path-goal theory was developed by House and Mitchell to explain how leaders motivate subordinates to achieve goals. The theory focuses on leader behaviors that can influence follower motivation. It identifies four types of leader behaviors: directive, supportive, participative, and achievement-oriented. The theory maintains that leaders should adapt their style to the needs of followers and the task. While it provides a framework for understanding leadership motivation, path-goal theory has limited research support and does not fully define the leader-follower relationship. It remains applicable in healthcare by helping leaders clarify goals, remove obstacles, and support nurses' performance.
BA 500 Week four chapter 7 ppt
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
LMX (1).pptx
The document summarizes the Leader-Member Exchange (LMX) theory. LMX focuses on the two-way relationship between leaders and individual followers, rather than viewing leadership as something done to entire groups. High-quality relationships between leaders and some followers (the in-group) result in preferential treatment and benefits, while other followers (the out-group) experience less trust and access to resources. Relationships progress through stranger, acquaintance, and partnership phases with increasing trust and focus on group goals.
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Path goal leadership theory presentaion
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
contemporary issues in leadership (Chapter No. 13 )
This document discusses contemporary leadership theories and approaches. It contrasts traditional views of leadership with more modern perspectives that emphasize the importance of communication and influence. Two major contemporary theories discussed are charismatic leadership, where leaders display heroic behaviors, and transformational leadership, where leaders inspire followers to pursue organizational goals. The document also covers topics like trust, ethics, mentoring roles and challenges of online leadership.
Communication and group dynamics mpob
The document discusses communication and group dynamics. It defines communication as conveying meaning between entities using shared signs and rules. Group dynamics refers to behaviors within and between social groups.
The communication process involves a sender encoding a message and selecting a channel to send it through to the receiver, who decodes it. Noise can hinder communication. Channels can be formal, set by the organization, or informal, for personal messages. Communication can be one-way or two-way with feedback. Networks can be decentralized or centralized.
Direction of communication in organizations can be downward, upward, or horizontal. Interpersonal communication includes verbal like oral or written, and nonverbal like body language. Models of communication discussed are Shannon-We
Ohio State Studies (Behavioral Theories of Leadership)
OHIO STATE STUDIES ON LEADERSHIP
Ralph M. Stogdill at the Bureau of Business Research at Ohio State University initiated a series of researches on leadership in 1945.
Ohio State Leadership study was more interested in which specific behaviors effective leaders executed (compared to ineffective leaders).
OBJECTIVE OF THE STUDY
To identify the major dimensions of the leadership.
To investigate the effect of leader’s behavior.
STUDY
The research was based on questionnaires to leaders and subordinates of the organizations.
These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ).
They found two critical characteristics either of which could be high or low and were independent of one another.
These two characteristics are –
Consideration
Initiating structure
CONCLUSION
Consideration and initiating structure are independent of each other. In other words, a leader can display a high degree of both behavior types, and a low degree of both behavior types.
Followers of leaders who are high in consideration were more satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group and organization productivity along with more positive performance evaluations.
The findings of the LBDQ indicate that a successful leader will possess a strong ability to be considerate of others, as well as an ability to initiate structure.
Trait theory of leadership
Trait theory suggests that leadership qualities are innate and that leaders can be identified by their distinctive personality traits and characteristics. The document discusses Mahatma Gandhi and E. S. Ridharan as examples of trait leaders, outlining their key traits including ambition, desire to lead, honesty, integrity, self-confidence, intelligence, and job knowledge. Both Gandhi and Ridharan are described as born leaders who influenced people through their leadership skills and innovative approaches to achieving important goals for India.
Leadership - Organisational Behavior
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
Chapter 2 leadership
The document describes a group of workers clearing a road through dense jungle to reach the coast. The leaders organized the workers efficiently and monitored progress, which was excellent. However, one day someone climbed a tree and shouted "Wrong way!" questioning if they were doing the right thing.
It then discusses that management focuses on doing things efficiently while leadership ensures the correct goals and vision. Different leadership styles like autocratic and democratic are also examined in how they influence decision making and motivation.
The key highlight is that while the workers were efficiently clearing the jungle, someone realized they may have been focusing on the wrong objective or path, bringing into question if effective management was ensuring the right leadership and goals were in place.
Leader member exchange model
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
Charismatic & Transformational Leadership
This document discusses and compares charismatic leadership and transformational leadership. Charismatic leadership is defined by Max Weber and involves a leader with a large personality who inspires followers. Transformational leadership developed from Bass' work and involves developing visions and empowering followers. Both involve charisma but transformational leadership focuses more on organizations while charismatic leadership involves radical political figures. In education, charismatic leadership is seen in administrators while transformational leadership applies to teachers inspiring students to reach their potential.
The impact of leadership styles on employee motivation and performance
Leadership styles have a significant impact on employee motivation and engagement. Different styles, such as transformational leadership which inspires employees and encourages innovation, tend to result in higher levels of motivation and engagement among team members. In contrast, passive or laissez-faire approaches can reduce motivation and engagement over time if they do not provide adequate direction, feedback, or support.
Chapter 2 on Leadership
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Strategic Leadership
As the number of strategic dimensions and corresponding initiatives increases, so does the pressure on leadership. In periods of rapid change, organizations require bold strategies and strong leadership at all levels if it is to succeed.
The concepts of 'what is a leader' and 'how leaders are created' have been evolving over time.
Equity theory
This document summarizes a case study presented by students about a woman named Jane who felt unfairly overworked compared to her peers based on Equity Theory. Jane noticed she was working much harder than her coworkers by skipping breaks and taking on more responsibilities, but they seemed to relax in the office more. She complained to her supervisor and HR, who warned the coworkers to complete their work. Jane was satisfied once her peers increased their workload and the situation seemed fair again based on her input-output ratio matching theirs. The document analyzes how Jane experienced underpayment inequity according to Equity Theory and was motivated to resolve it until a fair situation was achieved.
The Managerial grid
This presentation is my take on the theory of The Managerial Grid propounded by Robert Blake and Jane Mouton.
Performance Management & Employee Development {Lecture Notes}
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Why Boards Need More Women
The document discusses initiatives taken to increase the percentage of women on corporate boards. It notes that some countries, like Norway, have implemented gender quotas that require a certain percentage of board seats be held by women. Other countries and organizations have adopted "comply or explain" rules which require companies to disclose their gender diversity policies and objectives or explain why they lack diversity. While there is debate around quotas, research suggests boards with greater gender diversity have strategic and financial performance advantages over homogeneous boards.
Path goal theory
Path-goal theory proposes that leaders clarify the path toward goals and remove obstacles for subordinates. The theory was first published in 1971 by Robert House and was inspired by earlier work on leadership behaviors and outcomes. According to the theory, leaders should exhibit different behaviors depending on subordinate and environmental factors. Key leader behaviors include directive, supportive, participative, and achievement-oriented styles. The theory aims to motivate subordinates by considering individual characteristics, task structure, and work groups.
Leadership
This document discusses various concepts related to leadership including definitions, characteristics, functions, qualities, importance, theories and styles of leadership. It defines leadership as a process of influencing others to achieve goals willingly. Some key points discussed include:
- Leadership is the ability to induce subordinates to work with confidence and zeal towards achieving organizational goals. It involves influencing followers through personal qualities and willingness to accept responsibility.
- Theories of leadership discussed include the trait theory, behavioral theory, situational theories, follower theory and charismatic leadership theory. Different leadership styles mentioned are autocratic, democratic, laissez-faire, bureaucratic, manipulative and paternalistic.
- Effective leadership involves consulting followers, developing cooperation
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Path-goal Theory
Path-goal theory was developed by House and Mitchell to explain how leaders motivate subordinates to achieve goals. The theory focuses on leader behaviors that can influence follower motivation. It identifies four types of leader behaviors: directive, supportive, participative, and achievement-oriented. The theory maintains that leaders should adapt their style to the needs of followers and the task. While it provides a framework for understanding leadership motivation, path-goal theory has limited research support and does not fully define the leader-follower relationship. It remains applicable in healthcare by helping leaders clarify goals, remove obstacles, and support nurses' performance.
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contemporary issues in leadership (Chapter No. 13 )
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Ohio State Studies (Behavioral Theories of Leadership)
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The impact of leadership styles on employee motivation and performance
Performance Management & Employee Development {Lecture Notes}
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Similar to Shauna martin edl 601 lmx_initial response
BA 500 Week four chapter 7 ppt
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
LMX (1).pptx
The document summarizes the Leader-Member Exchange (LMX) theory. LMX focuses on the two-way relationship between leaders and individual followers, rather than viewing leadership as something done to entire groups. High-quality relationships between leaders and some followers (the in-group) result in preferential treatment and benefits, while other followers (the out-group) experience less trust and access to resources. Relationships progress through stranger, acquaintance, and partnership phases with increasing trust and focus on group goals.
The research and practice of leadership focuses on the leader while .docx
The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
1. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
2. How might you best assess follower perceptions of your leadership style?
3. What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
4. Why do you believe this assessment method to be the best option?
Week Four Lecture
Leadership Pipeline
According to Bennis (1989), leaders are made, not born, and "made more by themselves than by any external means" (p. 5). By following leaders at the top of their organizations, Bennis found that "such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it's the difference between being driven and leading" (p. 5). With Bennis's work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel's (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse's (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still allows for application of trait theory in selection of leaders and skill theory in leader development programs.
Followership
Traditional trait and behavior theories assume that a leader adopts a general leadership style that is used with all group members. A more recent approach to leadership behavior research, known as individualized leadership, looks at a specific relationship between leader and each individual member (Yammarino & Dansereau, 2002). Individualized leadership is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves for the member and how the member res ...
Lmxleader 130208005622-phpapp02
The document discusses Leader-Member Exchange Theory (LMX), which focuses on the unique relationship between a leader and each follower. LMX proposes that leaders form in-groups and out-groups among followers based on factors like competence, compatibility, and loyalty. Members of the in-group receive greater responsibilities, support, and negotiating latitude from the leader in exchange for higher performance. Those in the out-group comply with basic role requirements but have less influence and engagement with the leader. High-quality leader-member exchanges are associated with positive organizational outcomes while poor exchanges can cause alienation and low performance.
Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010
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.
exchange theory approach.ppt
Leader-Member Exchange (LMX) Theory proposes that leaders form distinct relationships of differing quality with each subordinate. High-quality relationships are marked by mutual trust and support, while low-quality ones involve only basic job requirements. Over time, relationships move from initial formality to negotiated partnership through testing and reciprocation. LMX Theory emphasizes examining leadership through the lens of these unique leader-member dyads rather than average leadership styles. Research links high-quality exchanges to improved employee and organizational outcomes. Critics argue it can unfairly privilege some subordinates over others.
Leadership Latest
The document discusses various theories of leadership including:
- Trait theory which focuses on personal qualities that differentiate leaders.
- Behavioral theories including Ohio State studies identifying consideration and initiating structure as key dimensions.
- Contingency theories which propose that leadership style depends on situational factors. Fiedler's contingency model assesses situational favorability.
- Transformational leadership inspires followers through idealized influence, inspiration, intellectual stimulation and individualized consideration.
The Leader Member Exchange Theory
The document discusses the Leader-Member Exchange (LMX) theory, which analyzes the relationships between leaders and followers in groups. It will cover organizational change, behaviors/characteristics of leaders and followers, situational factors, and personal experiences with the LMX model. The LMX theory proposes that leaders form different quality relationships with "in-group" and "out-group" followers. High-quality relationships with in-group followers are characterized by trust, support and influence, while out-group relationships focus only on work tasks.
The effect of transformational leadership, superior subordinate
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
Leadership thought and theory dad
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
Understanding Lmx And Hrd Theories
1) The document discusses LMX (leader-member exchange) theory and HRD (human resource development) theories, specifically how they are related through trust, empowerment, and performance.
2) It explains that LMX theory focuses on the emotional support and exchange of resources between leaders and members. HRD theory emphasizes empowerment.
3) The relationship between leaders and followers, and how high-quality relationships can benefit followers through resources, emotion management, and knowledge sharing, is also examined.
Kumpulan 5 - The Leader Follower Relationship
The document discusses the Leader-Member Exchange (LMX) Theory, which focuses on the quality of the relationship between leaders and individual followers. It goes through the key concepts of LMX Theory, including that leaders form different types of relationships - an in-group who receive more opportunities and an out-group who receive fewer opportunities. The document also outlines the stages of LMX Theory development, advantages in building high-quality relationships, and criticisms of the theory.
dyadic leadership
Leader-member exchange (LMX) theory proposes that leaders form separate relationships of differing quality with each subordinate. High-quality relationships are characterized by mutual trust, respect, and support. Members of the in-group who have high-quality relationships receive greater responsibilities and opportunities for success. The quality of the relationship depends on how each party evaluates the other's competence and compatibility. High LMX is linked to positive outcomes like better performance and organizational commitment.
LMX.ppt
This chapter discusses several theories of leadership including path-goal theory, attribution theory, leader-member exchange theory, and leadership substitutes. Path-goal theory examines how leaders can help followers by structuring their roles and considering their needs. Attribution theory looks at how and why leaders hold followers responsible. Leader-member exchange theory proposes that leaders form in-groups and out-groups that impact relationships. Leadership substitutes analyzes when a leader's influence is reduced based on follower, task, and organizational factors. Perspective-taking is important for high-quality leader-follower exchanges.
The Impact of Personality Traits of subordinates in their assessment of the F...
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
Leadership
Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
Developing the Leader-Follower Relationship Perception
This study explored the leader-follower relationship and its influence on individual performance through interviews with leaders and followers. The researcher conducted in-depth interviews with 23 participants, including 7 leaders and 16 followers, from a government agency. The interviews were analyzed and identified collaborative, partnership, and engaged relationships as major contributors to high-quality leader-follower relationships and positive influence on individual performance. The study aimed to understand how these relationships are formed, evolve over time, and impact performance from the perspectives of both leaders and followers.
Ppt Ch 2
Leadership is the result of complex interactions between the leader, followers, and situation. Studying only leaders provides an incomplete view, as followers and the context influence outcomes. Effective leadership depends on understanding how the leader, followers, and elements of the situation intersect and influence each other. The nature of leadership is continually evolving as followers take on more active roles and situations increase in complexity.
17106734
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
The Team Leadership Exchange Theory
The leader-member exchange (LMX) theory focuses on the two-way relationships between leaders and followers. It suggests that leaders form different types of relationships, or exchanges, with each follower - an "in-group" who receive more attention and support and an "out-group" who receive less. Research has shown that high-quality LMX relationships produce greater commitment, innovation, and performance from followers. However, critics argue that LMX can create favoritism and divide followers. Overall, LMX emphasizes how leaders treat followers differently rather than using a uniform leadership approach.
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Shauna martin edl 601 lmx_initial response
- 1. Leader-Member Exchange LMX Initial Response Shauna Martin EDL 601 Fall 2018
- 2. What is LMX? According to Northouse (2019), “LMX theory addresses leadership as a process centered on the interactions between leaders and followers” (p. 159).
- 3. Early Studies Around LMX Vertical Dyad Linkage Theory: A leader’s relationship is organized around “a series of vertical dyads” (Northouse, 2019, p. 139). Vertical Dyad: An individualized relationship that a leader forms with each of his or her followers (Northouse, 2019, p. 141). In Group: Followers that have a positive relationship with the leader and who go above and beyond their formal job descriptions. In turn, the leader does more for these followers (Northouse, 2019, p. 140) Out Group: Followers that may be incompatible with their leader. Members of the out group perform only the functions that are within the scope of their formal job description (Northouse, 2019, p. 140).
- 4. More on In-Group and Out-Group In-Group Relationship with leader is characterized by ● Mutual trust ● Respect ● Liking ● Reciprocal influence (Northouse, 2019, p. 142) Out-Group Relationship with leader is built around formal communication connected to job descriptions (Northouse, 2019, p. 142)
- 5. Later Studies of LMX Focused on the organizational effectiveness as it related to the quality of the leader- member exchange. Findings from later studies indicate that high-quality leader-member exchanges produced the following: ● Less employee turnover ● More positive performance evaluations ● Higher frequency of promotions Other positive outcomes are cited in addition to the list above (Northouse, 2019, p. 141).
- 6. Leadership Making Prescriptive approach to leadership that emphasizes the leader forging high-quality interactions with all employees rather than a few. Phases of Leadership Making Phase 1: Stranger - scripted roles, one-way influences, low-quality exchanges, self interest Phase 2: Acquaintance - tested roles, mixed influences, medium-quality exchanges, interested in self and others Phase 3: Partnership - negotiated roles, reciprocal influences, high-quality exchanges, group interest (Northouse, 2019, p. 145)
- 7. Strengths of LMX ● Strong descriptive theory ● Only leadership theory to emphasize dyadic relationship ● Emphasizes the importance of communication in leadership ● Warns leaders about conscious and unconscious biases ● Shown to produce positive organizational outcomes.
- 8. Criticisms of LMX ● Can seem unfair because of in-group/out-group dynamic ● Does not account for followers’ perception of fairness ● Major components of the theory are not fully developed. ● Lack of clarity around how contextual factors impact LMX. ● No standardized measures or empirical studies for LMX
- 9. Further Study of LMX Quality of LMX exchanges can depend on both the leader’s perception of the leader-member exchange and the member’s perception of the leader-member exchange. Sherman, Kennedy, Woodard and McComb (2012) conducted a study that examined four levels of perception between leaders and members. Congruent Perceptions 1. Leader perceives member as “in”/Member perceives member as “in” 2. Leader perceives member as “out”/Member perceives member as “out” Incongruent Perceptions 1. Leader perceives member as “in”/Member perceives member as “out” 2. Leader perceives member as “out”/Member perceives member as “in” (Sherman, Kennedy, Woodard & McComb, 2012, p. 410)
- 10. References Northouse, P.G. (2019). Leadership: Theory and Practice. (8th ed.). Thousand Oaks, CA: Sage Publications. Sherman, K. E., Kennedy, D. M., Woodard, M. S., & McComb, S. A. (2012). Examining the “Exchange” in Leader-member exchange. Journal of Leadership & Organizational Studies, 19, 407–423.