TAILIEUCHUNG - Lecture Leadership - Theory and practice: Chapter 8 – Leader-member exchange theory

After studying this chapter you will be able to understand: Conceptualizes leadership as a process that is centered on the interactions between leaders and followers, makes the dyadic relationship between leaders and followers the focal point of the leadership process, challenged this assumption and directed researcher's attention to the differences that might exist between the leader and each of the leader's followers. | Leadership Northouse, 4th edition Chapter 8 – Leader-Member Exchange Theory LMX Theory Description LMX Theory Perspective Early Studies Later Studies Phases in Leadership Making How Does the LMX Approach Work? Overview Definition Leader-member exchange (LMX) theory: conceptualizes leadership as a process that is centered on the interactions between a leader and subordinates Some theories focus on leaders: trait approach, skills approach and style approach Other theories focus on the follower and the context: situational leadership, contingency theory, and path-goal theory. Dimensions of Leadership LMX theory makes the dyadic relationship between leaders and followers the focal point of the leadership process LMX Theory Description Development - LMX theory first described by Dansereau, Graen, & Haga (1975), Graen & Cashman (1975), and Graen (1976) Revisions - Theory has undergone a number of revisions since its inception and continues to be of interest to researchers Assumption - LMX theory challenges the assumption that leaders treat followers in a collective way, as a group. LMX - Directed attention to the differences that might exist between the leader and each of his/her followers Perspective Early Studies The Vertical Dyad First studies of LMX called – Vertical Dyad Linkage (VDL) Focus on the vertical linkages leaders formed with each of their followers Leader’s relationship to a work unit viewed as a series of vertical dyads Vertical Dyads Early Studies Leader’s work unit as a whole was viewed as a series of vertical dyads; leader forms unique relationship with each subordinate Early Studies, cont’d. Researchers found two general types of linkages (or relationships) – those based on: Expanded/negotiated role responsibilities (extra-roles) = in-group Relationships marked by mutual trust, respect, liking, and reciprocal influence Receive more information, influence, confidence, and concern than out-group members Formal employment contract (defined-roles) = .

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