LMX not directly associated w creativity but it served as a mechanism to

Lmx not directly associated w creativity but it

This preview shows page 21 - 23 out of 35 pages.

greater involvement in creative work. LMX not directly associated w creativity, but it served as a mechanism to nurture people’s feelings which then enhanced their creativityIncreased citizenship behaviors (employee behaviors that go beyond the prescribed role, job description or reward system)Leadership making: emphasizes that leaders should develop high-quality exchanges with all their followers rather than just a fewoDevelops over time in three phases: 1. Stranger phase: interactions = generally rule bound. Lower quality exchanges. Follower complies w leader out of self interest. 2. Acquaintance phase: begins with an offer by the leader or the follower for improved career oriented social exchanges, which involve sharing more resources and personal or work related info. Testing period for both leader and follower to see if follower is interested in taking on more roles/responsibilities and see if leader is ready to provide new challenges for followers. Quality of exchanges = medium. Trust developing and less self interest 3.Mature partnership phase: high quality leader-member exchanges. High degree of mutual trust, respect and obligation toward each other. HOW DOES LMX THEORY WORK? 1. Describes leadership 2. Prescribes leadership LMX theory suggests that it is important to recognize the existence of in-groups and out-groups within a group or an organization Working with an in group allows a leader to accomplish more work in a more effective manner In response to their extra effort and devotion, leaders give them more responsibilities and more opportunities. Out-group members act quite differently than in-group members. Rather than trying to do extra work, out-group members operate strictly within their prescribed organizational roles. They do what is required of them but nothing more. STRENGTHS Strong descriptive theory. Intuitively, it makes sense to describe work units in terms of those who contribute more and those who contribute less Unique because it is the only leadership approach that makes the concept of the dyadic relationship the centerpiece of the leadership process. Directs our attention to the importance of communication in leadership Warns leaders to avoid letting their conscious or unconscious biases influence who is invited into the in-group Large body of research substantiates how the practice of LMX theory is related to
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positive organizational outcomes. CRITICISMS Leader–member exchange in its initial formulation (vertical dyad linkage theory) runs counter to the basic human value of fairness. Does not address other fairness issues, such as followers’ perceptions of the fairness of pay increases and promotion opportunities (distributive justice), decision- making rules (procedural justice), or communication of issues within the organization (interactional justice) The basic ideas of the theory are not fully developed Researchers have not adequately explained the contextual factors that may have an impact on LMX relationships
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