Leader-Management-Exchange (LMX) Coursework Example | Topics and Well Written Essays - 2000 words

Leader-Management-Exchange (LMX) - Coursework ExampleHowever, since these leaders do not have much time and power on their hands, they seek to narrow discomfit their radar to focus their attention on those members who seem to capitalize on the leadership outcome that is the extent of the relationship. The theories prior to the leader-member-exchange opening either focused alike much on the leader or on the members. The LMX, on the other hand, has a different approach, whereby it considers the relationship between the leaders and the members as an important subdivision that contributes to leader effectiveness. Also unlike other theories that considered the entire classify of members as a whole, the LMX judges each individual separately. According to the dealings and agreements between the members and the leaders, the theory identifies two different types of relationships. The two distinct relationships that are found after application of the LMX include the in-group and the out-g roup. There is a set of people within the members group that tend to go further than and achieve more than what their expected procedures would limit them to, this set of people also take up a more fecund and comprehensive approach to the tasks they need to complete. This set of people makes up the in-group that is shown as the high lumber of the LMX with positive results. Characteristics of the in-group consist of negotiations by the members to develop and increase their role ahead of their job prescriptions, mutual trust, respect and concern between the leaders and the members.... The out-group is formed by the set of members who work hard enough, only to complete the contractual requirements of their job prescriptions, nothing more. There is a low degree of enthusiasm compared to the in-group and they do not receive both form of special attention from the leaders, nor any additional perks or promotions. Even though the leader tries to better the degree of interaction, the ou t-group member does not show much interest and remains self-concerned. Therefore, the out-group is a low quality LMX and provides average level outcomes. It is argued that the existence of these two unique groups is somewhat discriminating and de-motivating, however they will continue to exist and the leader must ever make an effort to expand the in-group of the organization. The quality of outcomes that the LMX is able to provide is under effect of several factors that whitethorn enhance it if controlled properly, however, if these factors are left casually undecided, they may very well result in average or possible less than average LMX outcome. Communication plays an important element in deciding the quality of the LMX. Individual interaction and communication with the leaders and the coworkers allows for a sense of belonging for the subordinates to build, making them feel like a significant part of the organization that matters. This results in a high quality LMX. When the lead er of a group has authority that reaches higher on the ladder of an organization enabling him/her to have a bang-up say in managerial decisions, task assignment and performance review, the members tend to be more motivated and confident, eventually leading to a good LMX. sometimes