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http://www.imd.org/research/publications/upload/6-Leadership-Dyads-w-no-05-11-12-2.pdf
LMX Theory fails to explain the particulars of how high-quality exchanges are created.
LMX Theory is objected on grounds of fairness and justice as some followers receive special attention of leaders at workplace and other followers do not.
http://managementstudyguide.com/lmx-theory.htm
Hernandez et al. attempt to conceptualize existing leadership theories by looking at the loci and mechanism of the theories. They state that “overall, our qualitative review of the leadership literature suggests that leadership theories can be meaningfully categorized according to the loci and mechanisms of leadership they advocate” (Hernandez et al., 2011, p. 1168).
Notice Leader, In Group, and Out Group
Theme:
Leaders do not treat all subordinates the same
“The expectations you hold as a leader provide the framework into which people fit their own realities. They shape how you behave toward others and how they behave on the task. Maybe you can’t turn a marble statue into a real person, but you can draw out the highest potential of your constituents” (Kouzes and Posner, 2012, p. 278).
“Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution” (Kouzes and Posner, 2012, p. 244).
"When it comes to excellence, it's definitely not 'What gets rewarded gets done'; it's 'What is rewarding gets done'" (Kouzes & Posner, 2012, p. 170). In-Group views the task as rewarding where as the Out-Group may only be there for the reward; i.e. a paycheck.
Leaders create two types of groups:
*In-group (Favored in-group)
*Out-group (Non favored out-group)
LMX Theory states that leaders form strong trust, emotional, and respect-based relationships with some members of a team, but not with others.
They “define the locus of leadership as the source from which leadership arises” (Hernandez et al., 2011, p. 1166), and “define mechanism as the means by which leadership is enacted” (Hernandez et al., 2011, p. 1167).
“In any effective long-term relationship, there must be a sense of reciprocity. If one partner always gives and the other always takes, the one who gives will feel taken advantage of, and the one who takes will feel superior” (Kouzes and Posner, 2012, p. 232).
Let's see an example
sites.psu.edu/leadership/wp-content/uploads/sites/8069/2014/10/LMX-Photo.png
“Supportive relationships at work – relationships characterized by a genuine belief in and advocacy for the interest of others – are critically important in maintaining personal and organizational vitality” (Kouzes and Posner, 2012, p. 309).
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www.leadershipchallenge.com/UserFiles/slider_Jim_and_BarrySlider.jpg
Dyadic leadership theory focuses on the relationships between leaders and their followers and the level of reciprocity within those relationships. One popular form of the Dyadic leadership theory is the leader-member exchange theory (LMX). This theory was developed by Fred Dansereau, George Graen, and William J. Haga, in 1975.
Deluga, R. J. (1 June 1998). "Leader-Member Exchange Quality and Effectiveness Ratings:
The Role of Subordinate-Supervisor Conscientiousness Similarity".Group & Organization Management 23 (2): 189–216.
Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms
of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22, 1165-1185.
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary
Things Happen in Organizations. San Francisco, CA: Jossey-Bass.
Walton, Andrew. 2015, September 8. LMX Theory [Video File]. Retreived from https://
www.youtube.com/watch?v=r9zsegKi8kc
Routinization
Role Taking
sites.psu.edu/leadership/wp-content/uploads/sites/8069/2014/03/LMX-VDL.gif
Followers will fall into two groups, “in-groups” and “out-groups”. Members in the in-group are rewarded more and thus contribute more, whereas the members in the out-group are not given any additional consideration and as a result do not contribute more than they have to. As a result of reciprocity, “followers in in-groups enjoy higher job satisfaction and organizational commitment, display higher levels of task and extra-role performance and are less likely to turn over compared to followers in out-groups” (Hernandez et al., 2011, p. 1171).
Role Making
In-Group
Out-Group
“Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution” (Kouzes & Posner, 2012, p. 244).
“Exemplary leaders make tremendous use of intrinsic rewards – rewards that are built into the work itself, including such factors as a sense of accomplishment, a chance to be creative, and the challenge of the work – all directly tied to an individual’s effort” (Kouzes & Posner, 2012, p. 293).