setting high standards for performance and challenging followers to achieve

Setting high standards for performance and

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setting high standards for performance  and  challenging followers to achieve these standards - Suggests that the effectiveness of these leadership styles varies according to  environmental, job, and follower characteristics
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-Researchers have focused on only some of the hypotheses-Mixed support for this theory-Very complex and confusing-Rewarding performance and enabling followers to achieve their goals will result in motivation and satisfaction-Leaders adopt different “styles” to help employees achieve their goals-Leaders must accurately assess the situation and characteristics of the followers todetermine which style to use-Leaders must remove obstacles from followers’ success-Boring or dangerous tasks call for a supportive style-Unstructured tasks and inexperienced followers call for a directive styleLeader-member exchange (LMX) theory – Dansereau et al. (1975)-Lack of consistent support for contingency theories of leadership led researchers to consider alternate frameworks-Focuses on the relationship between the leader and the follower rather than solely on the leaders’ behavior-An explicit premise of LMX is that leaders and followers influence each other andthat it is the quality of leader-member relationships that is important in predicting outcomes-There is support for this notion-High-quality leader-member relationships are associated with positive outcomes such as employee commitment, satisfaction, and performance-Low-quality relations may lead to retaliation against the leaders-Theory has its difficulties-Leader and followers often disagree on the quality of their relationships-Leaders do not use the same style across followers-Focus on the relationship between a leader and each followerIn-group followers:-High quality relationship with leader-Friendly, trusting with leader-Leader gives consideration, information, participationOut-group followers:-Low-quality relationship with leader-Do not take on additional job responsibilities-Leader uses a directive style-Followers with a good relationship with leader show higher job satisfaction, higher commitment, less stress, higher performance-But perceptions of inequity can result from treating employees differently
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