LMX Theory: An Overview According to Northouse (2013), before LMX theory was developed, leadership was viewed as something leaders did 'to' followers. Thus the focus of most leadership theories was upon how to make leaders better leaders, versus the mutual exchange which occurs between follower and leader ideally in a transactional fashion (Northouse 2013:161-162). The premise of LMX can be seen in the interconnected circles of 8.1 where the dyadic relationship of leader and follower meet in the middle and the mutual 'exchange' symbolized by the arrows going both ways in figures 8.3 and 8.4 suggests vertical dyads (Northouse 2013:162). LMX theory fundamentally views the workplace through a social lens, structured through 'in-groups' and 'out-groups.' The best employee-leader relationships are empowering partnerships based upon social and emotional ties much deeper than traditional work relationships. For employees who secure these bonds of trust amongst the leadership, the benefits can be much greater than any formal human resource policies written on...
Senge (2006) speaks of the organization almost as a living entity -- an organization must 'know' when not to adhere to a set of rules in a very confined fashion and instead can adapt those rules to changing circumstances. Organizations are fundamentally based upon relationships, and without attention to the human elements of the organization, change cannot happen. An organizational leader cannot simply logically justify a change; he or she must also make the need for change persuasive to organizational members. The foundation of 'systems thinking' is bringing people from different theoretical overviews and perspectives together when formulating…
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
Leadership Theories The role of leadership in business organizations Many leadership theories have been applied, in different organizations, to help in attainment of the objectives of the organization. Leadership theories are many, but the most common include the trait theory, which assumes that different people inherit the qualities and also traits of leadership and later suit for the position of leadership. The characteristics related to the trait theory are behavioral and personality
Leadership Theories and Approaches Leadership According to Kurt Lewin, all leaders fall into three basic categories: autocratic, participative, and democratic. I would describe my current supervisor as basically autocratic in her demeanor, although in a moderately benevolent way. I work as a respiratory therapist in a hospital. My supervisor must ensure that patients are seen in a timely fashion, and that all medical personnel comply with basic safety regulations. She oversees scheduling
The four Blanchard leadership styles include: 1) directive; 2) managing; 3) coaching; and 4) delegating. (Clawson, 1989) 2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989) V. CHARISMATIC THEORY Charismatic leadership is measured
The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are
Organizational transformation, once seldom required, is now required frequently in many organizations. This places increased emphasis on the importance of leaders with transformational skills. The other way in which globalization has impacted leadership is the increased need for "soft" skills. The human element of leadership was virtually irrelevant during the early 20th century, as labor was viewed as little more than a commodity. However -- and in particular in
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