The third stage is role routinization. For the entire sample, the correlation between objective performance and relationship quality was virtually nil 0. Leadership is a relationship built between leaders and followers, which require some sort of guidance for leaders. Home Blog!
True, in many instances, "aggression, sarcasm and an egocentric view are keys to the out-group wash-room," but in some corporate cultures they may be necessary to gain entrance to the in-group LMX,Changing Minds.
Essay Topic: Leadership Sorry, but copying text is forbidden on this website! The first stage, defined as 'role taking,' is when someone joins a team and is first assessed for their abilities and talents as well as their suitability for the group. It also stresses how relationships, more so than tasks, determine levels of job satisfaction, and even subordinates in lower-level positions who feel like a valued part of an 'in group' report lower levels of perceived inequities.
The overall quality of the LMX relationship varies with several factors. The relationships within these pairings, or dyads, may be of a predominantly in-group or out-group nature The Leader-Member Exchange theory of leadership Also known as LMX, LMET or Vertical Dyad Linkage Theory is a type of leadership theory that focuses on the dyadic relationship between leader and follower where the leader treats individual followers differently, resulting in two groups of followers—an in-group and an out-group.
LMX provides both a bureaucratic model of analysis, in that the leaders manage and enforce institutional processes, often using them to their advantage, as well as a political model. This is a relationship between a leader and each subordinate which are considered independent, rather than on the relationship between the superior and the group.
However, while relationship quality can act as a facilitator of high performance on the job it does not automatically generate high levels of job performance.
As relationships are established, one of the weaknesses of the approach is quickly manifested, in that the new individual may be evaluated, not on what he or she brings to the team or the organization, but how similar he is to the leader -- gender, race, culture, and ethnic differences from the leader may be unjustly viewed in a pejorative fashion.