...Leadership Intervention Terri A. Scandura and George B. Graen Department of Management, University of Cincinnati In afieldexperiment involving 83 computer-processing employees of a large service organization, a leadership intervention based on the Leader-Member Exchange (LMX) model was tested against a control condition The effects of this intervention were hypothesized to depend on the initial quality of the LMX relationship Thus, employees having initially low LMXs with their immediate supervisor were compared to cohorts having initially higher LMXs It was hypothesized that employees having initially low LMX would respond more positively (after adjusting for regression effects) to the leadership intervention than those having higher quality relationships. Analysis of interaction effects indicates that comparing the leadership intervention condition to the control condition, the initially low-LMX group showed significant gams in productivity, job satisfaction, and supervisor satisfaction compared to the initially high-LMX group The initially low-LMX group also perceived significantly higher gains m member availability and support from their supervisors than the initially high-LMX group. The initial quality of LMX appears to moderate the leadership intervention effect in the hypothesized direction. The implications of these results are discussed The dynamics of the processes that produce social structures (Weick, 1969) between persons in hierarchical organizations have been termed...
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...Islamic University- Gaza Dean of Postgraduates Studies Faculty of Commerce Business Administration Department The Relationship between Leader-Member Exchange and Resistance to Change in Organizations: A case study on Mercy Corps (INGO) By Hazar Jaber Supervisor Dr. Sami Abou-Al-Ross A dissertation plan submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Dec 2014 * Introduction Many research studies have shown that leaders have a strong effect on their subordinates’ behavior and attitudes (Van Dam, Oreg & Schyns, 2008). This relationship is often referred to as the Leader-Member Exchange (LMX) relationship, which demonstrates the relationship between supervisor and subordinate during their work (Gerstner & Day, 1997; Liden & Maslyn, 1998). Practically speaking, many of organizational change programs fail because of employees’ resistance to change and management approaches that neglect the human dimensions during change (Bovey & Hede, 2001). In other words, the quality of LMX relationships affects employees’ resistance to the change (Van Dam et al., 2008). However, resistance to change is an important component through organizational changes since it has consequences such as decreasing employee’ satisfaction, output, absenteeism and turnover rates (Van Dam et al., 2008). In this context, many of previous research studies examined the way in which employees deal with organizational...
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...“The Dynamics of Leader-Member Exchange Theory and the Impact to the Organization” Introduction The study of leadership includes many theories on leadership styles and what makes an effective leader. One such theory, the Leader-Member Exchange Theory (LMX), specifically focuses on the 2-way relationship between managers and subordinates, the impact on these individuals, and the and the resulting effect on the organization. Gaining an understanding of this theory has significant application to recognizing the dynamics of the supervisor-associate relationship and ultimately the level of success with attaining organization goals. The terms leader, supervisor, and manager are used interchangeably, as are the terms member, associate, and subordinate. What is it and how does it occur? The LMX theory states that leaders establish their “favorites” early in the leader-member relationship, determining whether a member is in the “in-group” or the “out-group.” Due to time concerns and pressures in the workplace, LMX relationships develop very early in the leader-member interaction, and tend to remain constant over time. Leaders have a tendency to reward in a variety of ways those associates with whom they want special linkage. What does it mean for the member? LMX refers to the quality of the leader-member relationship and describes the benefits of a strong LMX relationship, primarily to the associate. The theory proposes that the in-group receives a number of both intrinsic and extrinsic...
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...Journal of Applied Psychology 2008, Vol. 93, No. 2, 453– 462 Copyright 2008 by the American Psychological Association 0021-9010/08/$12.00 DOI: 10.1037/0021-9010.93.2.453 Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader–Member Exchange Stacie A. Furst University of Cincinnati Daniel M. Cable The University of North Carolina at Chapel Hill The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader–member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader–member exchange. Keywords: organizational change, influence tactics, leader–member exchange, attribution theory Organizations are cooperative systems that rely on the willingness of members to behave in ways that support the organization (Barnard, 1938). However, people’s personal goals often differ from those of the organization, and a primary responsibility of managers is to persuade members to direct their efforts toward organizational goals (Cyert & March, 1963). The importance of employee cooperation may be particularly salient during organizational change—when an organization sets...
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...USAWC STRATEGY RESEARCH PROJECT TEAMBUILDING: A STRATEGIC LEADER IMPERATIVE by Colonel Christopher J. Putko United States Army Doctor Craig Bullis Project Adviser This SRP is submitted in partial fulfillment of the requirements of the Master of Strategic Studies Degree. The U.S. Army War College is accredited by the Commission on Higher Education of the Middle States Association of Colleges and Schools, 3624 Market Street, Philadelphia, PA 19104, (215) 662-5606. The Commission on Higher Education is an institutional accrediting agency recognized by the U.S. Secretary of Education and the Council for Higher Education Accreditation. The views expressed in this student academic research paper are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the U.S. Government. U.S. Army War College CARLISLE BARRACKS, PENNSYLVANIA 17013 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations...
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...An Effect of Job Embeddedness of Hotel Employees on Customer Orientation: Focusing Mediator Effect of LMX Quality 박재성*․박영기** Park, Je-Seung․Park, Young-Ki Abstract This study aimed to investigate how job embededness of hotel employees affects customer orientation, and what factors of job embededness influence customer orientation by putting LMX quality as parameter. It proposes the importance of human service and relationship between subordinates and superiors that allows hotel enterprises to achieve the management target and suggests implications in securing talents and custody management-wises of excellent hotel employees. The empirical analysis involved with the employees of the deluxe hotel located in Seoul and survey was conducted from Jan 2 to Jan 31, 2012. A total of 378 questionnaires were used for the empirical analysis. The summary of the analysis is as follow: First, suitability, tie, and sacrifice that represent job embeddedness have influenced customer orientation in a statistically positive way. Second, affinity, loyalty, contribution will, and respect as LMX quality factors are playing a role of mediator in the relationship between job embededness of hotel employees (suitability, tie, sacrifice) and customer orientation. The implication of this study is that although job embededness affects customer orientation, the hotel manager should recognize that LMX quality of affinity, loyalty, contribution will and respect that employees have determines the effect of...
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...Supervisor-Subordinate Relationships Both transformational leadership and leader-member exchange leadership theories have been an issue of discussion for many scholars. The majority of authors agree that transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchange leaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these relationships. That will actually help to find out some differences and similarities. This paper initially revisits the main aspects of transformational leadership and LMX leadership theories and then discusses them in relation to their capacity to develop differing qualities of supervisor-subordinate relationships. In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development...
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...No form of organization consisting of two or more individuals has ever existed without leadership. For organizations to function with some degree of efficiency, effective leadership is an absolute. In the summary that follows, the writer will briefly describe eight key leadership approaches designed to achieve maximum human output. In addition, he will identify the primary characteristics, advantages, and disadvantages of the theories mentioned. The writer will also explain the organizational circumstances under which each theory would be most effective. Even though experts continue to seek the perfect workplace model, each of the techniques discussed has played an important role in best management practices. Transactional and Transformational Leadership The first of the eight approaches that will be discussed is transactional and transformational leadership. Transactional leaders influence subordinates toward task completion through the use of reward and punishment. The practice where leaders give something of significance to follower’s in exchange for performing certain tasks. The leader incentivizes desired behaviors by offering subordinates something valuable such as increased salary, bonuses, or promotion. The follower, in turn, is expected to complete their obligations in a satisfactory manner. Opposite of reward, the leader may take away future opportunity or incentive or may use a demotion or another punishment to solicit desired performance. Transactional leadership...
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...Session 2: Organizations over time Explaining Development and Change in Organizations * Van de Ven &Poole (1995) * Change: empirical observation of difference in form, quality, or state over time in an organisational entity (may be an individual’s job, a work group, an organisational strategy, a program, a product, or the overall organisation). * Development: change process * Process theory: how and why an organisational entity changes and develops * 4 basic theories explaining change processes in organisations: *Imminent=bevorstehend Teleology: * assumes that the entity in purposeful and adaptive * needs creativity Dialectical: * e.g. acquisitions: two firms have different “theses” and need to find antithesis * e.g. multinational firm: international and national HQ “compete” * there is no assurance that dialectical conflicts produce creative syntheses * the desired synthesis creates win-win situation * either the maintenance of actual thesis or its replacement with the antithesis creates win-lose * in terms of organisational change: * maintenance of status quo stability * replacement with antithesis or synthesis change Evolution: * Variation: Change from current routines and competencies (intentional & blind) * Selection: Elimination of certain types of variations (external & internal selection) * Retention: Selected variations are preserved, duplicated, reproduced * e.g....
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...ALL MODULE 1 ASSIGNMENTS DUE: SUNDAY, APRIL 3 BY MIDNIGHT Introduction In this module we will be researching leadership theories in general, as well as reflecting on our own leadership styles and traits. Later, in the second half of the course we will research and understand leadership as it relates to organizational leadership. In the first half of the course, the focus is on the individual leader. There are various theories about the importance of the inner life to your work. My take on it is that you teach (or whatever you do) out of who you are as a human being. Parker Palmer (1998) stated in The Courage to Teach, Teaching, like any truly human activity, emerges from one's inwardness, for better or worse. As I teach, I project the condition of my soul onto my students, my subject, and our way of being together. The entanglements I experience in the classroom are often no more or less than the convolutions of my inner life. Viewed from this angle, teaching holds a mirror to the soul. If I am willing to look in that mirror and not run from what I see, I have a chance to gain self-knowledge--and knowing myself is as crucial to good teaching as knowing my students and my subject [emphasis mine] (Palmer, p. 2). In this course, make a commitment to reflect on who you are—your strengths, your corresponding weaknesses, your passions--with the goal of knowing yourself, knowing your students/clients/colleagues, and knowing your job roles. DISCUSSION BOARD #1: SELF...
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...History of leadership Intro to health leadership and importance of proactiveness in health care context Situation leadership Situational leadership theory was derived by Professor Paul Heresy and Ken Blanchard in the mid 1970s. The main pricnciple of the theory is that there is not one single best style of leadership. However, effective leadership is about adapting according to goup or individiucal and the task. That is to influence the surbodinets to achieve the particular goals. Equally important is the task that needs to be completed; the type of leadership also has to be tailored according to this to be effective. For Hersey and Blanchard is divided leadership styles and maturity. The leadership style can be further divided in to 2 arms of ‘Relationship Behaviour’ and ‘Task behaviour’. The diagram below show the leadership style according to whether high or low in each arm. Leaders using this model has to be flexible and use alternative leadership styles according to the needs. Maturity comes from adapting to the subordinate(s). The maturity of the subordinates varies according to their ‘readiness’ to carry out a given task. The readiness is due to the subordinate’s ability and confidence. If the maturity is high, this model favours ‘delegating’ style. This is often describe as having minimal leadership intervention but giving the decision making to the subordinates who possess high task readiness. This as described earlier is based o confidence, willingness...
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...Organisational Citizenship Behaviours: A Review of Theoretical and Empirical Literature on Predicting Factors and Suggestions for Future Research. In today’s competitive business environment organisations constantly strives for achieving excellence by enhancing employee’s efficiency and effectiveness. One way, organisations can achieve this objective is through Organisational Citizenship Behaviour (OCB) (Bolino & Turnley, 2003; Organ, 2006). Organ and colleagues first conceptualized OCB in 1988. Organ (1988, p.4) defined OCB as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” Researches have identified numerous dimensions of OCB (Podsakoff & MacKenzie, 1997). Organ (1988) suggested a five-factor model composed of five dimensions; altruism, courtesy, conscientiousness, civic virtue and sportsmanship, which most conceptualisations of OCB are based on. Altruism refers to behaviours that involve helping another person, such as helping a colleague with a heavy workload. Courtesy involves being polite and courteous to prevent work related problems, for example, informing a coworker or a change that may affect them introduced by you. Conscientiousness refers to doing more than just the minimum to prevent and minimize error, in terms of attendance and punctuality. Civic virtue refers to employees genuine concern and interest in the...
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...Introduction My definition of leadership is having a lasting impression on others, and not only inspiring them, but making a physical difference in their lives (hopefully in a good way). To have this ability to make impressions and differences, you need communication skills. One who cannot communicate well will never be a leader. A leader must know how to speak so his ideas are understood in the correct way. The next aspect of effective leadership is the ability to make decisions to change, and not always stick to the status quo. What good are leaders who are afraid of change? Another aspect of leadership is the ability to handle failure, because this is an aspect of leadership whether we want to believe it or not. My experiences in life have greatly influenced my definition of leadership. Throughout my career and life I have had a chance to experience different leadership styles and theories exhibited by different people. I have learned to use the good and not use the bad when dealing with followers. Different people and different situations require different approaches, as well as different styles and theories. The theories I will explore in my research that has also influenced my thinking on leadership and leaders are Transformational Leadership, Leader-Member Exchange Theory, and Servant Leadership. Philosophy Transformational leadership is a leadership style that I admire and hope to use effectively when I return to work. “Transformational leaders integrate...
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...An Analysis of Outliers: The Story of Success XXXXXX MNGT 5670 – Managerial Leadership Webster University Abstract A theory is presented to the reader that there are not any successful self-made people, which is contrary to popular beliefs. The theory is presented in the book, Outliers: The Story of Success (2008), authored by Malcolm Gladwell. The theory is further defined by the premise that holds that success is enabled by a person’s culture, environment, when and where they were born, and a strong work ethic. These theories and examples of success are analyzed using the textbook, Leadership: Research Findings, Practice, and Skills (2013) by Andrew DuBrin. Several examples are provided in this paper that illustrate and support Gladwell’s thoughts on opportunity and cultural legacy. Keywords: cultural legacy, success, leadership, Leader Member Exchange Model, in-group, out-group, cognitive factors, behaviors, task-related attitudes An Analysis of Outliers: The Story of Success The author of the book Outliers: The Story of Success, (2008) Malcolm Gladwell, leads us through several compelling chapters of discussion regarding selected individuals who are extremely intelligent, driven, some famous and ambitious. These are the characteristics of individuals that are perceived as being the highly successful members of our society. Successful individuals are termed as “outliers”, people who fall outside the normal acumen of human experience. Gladwell (2008)...
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...Kellie Boudreaux CMCN 301 Case Study #7 1. The Leader-Member Exchange Theory (LMX) is one that I find to be the most applicable to leadership in the workplace. LMX theory says that leadership is based on interactions between leaders and followers, and that effective leadership comes from a vertical relationship between the leader and the follower (PSU WC, L.8). These vertical relationships are described as the in-groups and the out-groups. In-group members go above and beyond the job description. They receive more confidence and concern from leaders and their responsibilities are more open ended (Northouse, 2013). The out-group members come to work, do their job and go home. They do not strive to build their responsibilities, but are happy doing what’s expected of them. In my past work experiences, this trend rang true. As I was completing this week’s lesson, I could picture vividly in my mind those I have worked with in the past that have been a part of the in-group and those in the out-group. I have worked an array of jobs; I was a cook/waiter at a small diner, an intern at a facility manager’s office, and an intern for a construction contractor. While working for all of these employers, it was easy to see those who were a part of the in-group and out-group. I think the biggest takeaway from these experiences was that those in the in-group were usually there because of their interest in the job. To create the relationship needed with the in-group, the follower...
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