Applying Leadership Theory to Leadership Practice
In this paper the writer researches and writes a literature review on a Applying Leadership Theory to Leadership Practice. The research paper is a comprehensive thematic review of the scholarly literature related to the topic. The leadership theories to focus on are: Path-Goal Theory; Leader-Member Exchange (LMX) Theory; Psychodynamic Approach Theory; outcome and situational leadership; Leadership focused on effectiveness and productivity; Leadership and Body language; and lastly, the Synergistic Leadership Theory.
The mechanisms through which leadership and power may be put into effect and "travel" within a group of people: bottom-up; Top-down; lateral (termed as shared leadership); and integrated (a combination of top-down, bottom-up, and lateral leadership), can be described using the leadership models explained in this paper. The top-down model; is a seductive siren song associated to the real-life performance of leadership in organizations. Thus many research and practitioners believe that leadership is concentrated on top-down model (Craig, Jay and Edwin, 2008).
The shared leadership theory explains and addresses a dynamic give-and-take, and therefore leadership is much complicated process. A number of integrated models are not inconsistent with the shared leadership's definition: Shared leadership is "an active, interactive influence process between individuals in groups whose main objective is to guide one another to the fulfillment of organizational or group goals or may be both. The integrated model that you termed in the final conclusions gives a good view of leadership and we significantly agree to it. Lateral or peer influence, and at many times upward or downward hierarchical influence is involved in this influence process" (Pearce & Conger, 2003 as cited in Craig, Jay and Edwin, 2008). Although many share the same thoughts in many areas, but there are some areas where some ideas do not match (Craig, Jay and Edwin, 2008).
In this paper the writer researches and writes a literature review on a Applying Leadership Theory to Leadership Practice. The research paper is a comprehensive thematic review of the scholarly literature related to the topic. The leadership theories to focus on are: Path-Goal Theory; Leader-Member Exchange (LMX) Theory; Psychodynamic Approach Theory; outcome and situational leadership; Leadership focused on effectiveness and productivity; Leadership and Body language; and lastly, the Synergistic Leadership Theory.
1. Leader-member exchange theory
Dyadic process of developing an expectations and responsibilities for the leader so that he can work accordingly with all of his subordinates is known as the theory of LMX (Leader-member exchange). The exchange relationship with all the subordinates in not the same. Using this theory, there is development of both high and low exchange relationships. In exchange relationship with low quality, the subordinates are not provided with any extra benefits as they their job consists of performing only those requirements that are formal. However, if the exchange relationship is of high quality, the subordinates are given rewards, extra responsibilities and tasks that are of interest to them. This shows that between the subordinates and the leader, there is a certain level of respect, liking, trust and common exchange of expectations. Here the subordinates are also loyal and dedicated to their work. These exchange relationships develop gradually. The positive attitude of the subordinates and the leader is of great importance (Taber, O'Donnell and Yukl, 2009).
Uhl-Bein and Graen (1995 as cited in Taber, O'Donnell and Yukl, 2009) had suggested that the exchange relationships between subordinates and the leader should have high quality. Before that, LMX theory suggested that similar exchange relationships were not favorable for the leader. The leader should try to develop exchange relationship of high quality with maximum possible subordinates. According to Day and Gerstner (1997 as cited in Taber, O'Donnell and Yukl, 2009), the LMX outcomes of meta-analysis suggested that if the performance of the subordinates is good, there is job satisfaction, role clarity and organizational commitment and if there is satisfaction with the job, then the LMX could be positive (Taber, O'Donnell and Yukl, 2009).
Outcomes and antecedents of LMX
Organizations where LMX is positive, the job stress is low, safety of the workplace is more and level of innovation is higher. This was observed by Liden and Erdogan (2002 as cited in Taber, O'Donnell and Yukl, 2009). Outcomes of LMX are more focused compared to the antecedents in many studies on correlates of the LXM. Studies on the antecedents had examines the qualities of the member and leader. These qualities include demographic similarity and cognitive style. The behavior of the leader being an antecedent of the LMX is rarely examined in the studies. Cashman and Graen (1975 as cited in Taber, O'Donnell and Yukl, 2009) have observes that at an initial stage on the LMX, the leaders work in such...
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