1 assgn and 4 replies
due in 24 hour
attached
Leader-Member Exchange Theory [WLO: 1] [CLOs: 3, 4]
Guided Response: Respond to at least two other peers’ posts regarding items you found to be compelling and enlightening. Remember to include active scholarships in these two replies to substantiate your points and to properly cite your sources. Please refer to
APA: Citing Within Your Paper
(Links to an external site.)
by the Writing Center for information on citing sources. Your grade will reflect both the quality of your initial post and the depth of your responses. Refer to the Discussion Forum Grading Rubric under the Settings icon in your classroom for guidance on how your discussion will be evaluated.
KELLIE’S POST:
The leader-member exchange (LMX) looks at the dyadic relationship between leaders and subordinates or followers. The connection is centered on the interaction and exchange of the leader and subordinates. The two types of leader-member dyads are the in-group and the out-group. The in-group is centered on the expanded role relationships and the out-group is based on formal job descriptions (Northouse, 2022). In the LMX theory, members of the in-group are formed based on how well they get along with their leader and whether they are eager to increase responsibility within their current role. Out-group members are individuals who only maintain hierarchical relations with their leader. In-group members are better poised to receive recognition, extra support, and expanded opportunities, whereas out-group individuals receive basic job benefits (Northouse, 2022). A difference between friendship and dyadic relationships is that leaders have authority over the employee, whereas in a friendship there is no hierarchy of power.
Leaders and followers that are unable to have personal relationships in the workplace can lead to increased levels of emotional exhaustion. One study found that the feeling of emotional exhaustion and vigor is related to a sense of closeness and belonging. Employee well-being is formed from a high-quality consistent and reliable relationship. Leaders are more successful who actively show they are trustworthy, empathetic, and act with care and concern regularly (Ellis et al., 2019). I think it is bad if leaders or followers cannot have a personal relationship with their coworkers. From a leader’s perspective, relationships can increase motivation, trust, and performance within the team. Employees who are unable to form personal relationships may not be as engaged, motivated, and miss out on additional opportunities and stronger levels of support.
References
Ellis, A. M., Bauer, T. N., Erdogan, B., & Truxillo, D. M. (2019). Daily perceptions of relationship quality with leaders: implications for follower well-being. Work & Stress, 33(2), 119–136.
https://doi.org/10.1080/02678373.2018.1445670 (Links to an external site.)
Northouse, P. G. (2022).
Leadership theory and practice
(9th ed.). SAGE.
ANSAR’S POST:
The Leader-Member Exchange Theory (LMX) places the dyadic interaction between leaders and followers, or any committed, intimate two-person relationship, at the center of the leadership process (Northouse, 2022). A dyadic relationship is similar to a friendship in that it involves a series of interactions between two individuals who are known to each other, are recognized by both members of the relationship, and are characterized by a bond or tie of reciprocated affection. It may seem strange for this type of relationship to exist in a professional setting. However, there are some significant differences between the two. For starters, friendship is not a must; these bonds are entirely consensual. They are constructed on the foundation of two people who choose to develop a friendship with one another. Friendships are also “usually” egalitarian in character. In contrast to parent-child relationships, each person in a friendship has roughly the same degree of power or authority in the connection. In a dyadic relationship, there is a bond, but there may also be authority and/or power over the other.
The LMX Theory, as you may have guessed by now, promotes the good qualities of personal interactions between a leader and a follower. However, some leaders and/or followers are unable to form close personal bonds with their coworkers, which, in my opinion and experience, has shown to be more of a negative than a positive trait. For starters, a leader serves as a server because he or she is your primary contact for professional advancement. Who can you go to if you can’t go to him or her? Some could argue that you can find a mentor to act as your ‘proxy’ leader, but then there’s the question of convenience. Leaders are typically approachable. Mentors can be hundreds or even thousands of kilometers distant, causing the relationship’s quality to deteriorate. As you can see, while friendship is not required in a dyadic environment, a pleasant employer/employee connection strengthens workplace talents by allowing individuals to work together more readily and comfortably to do various tasks.
References:
Blieszner, & Adams, R. G. (1992). Adult friendship. Newbury Park, CA: Sage.
Northouse, P. G. (2022).
Leadership theory and practice
(9th ed.). SAGE.
|
Path-Goal Theory [WLO: 2] [CLOs: 3, 4] |
Guided Response: Respond to at least two other peers’ posts regarding items you found to be compelling and enlightening. Remember to include active scholarship in these two replies to substantiate your points and to properly cite your sources. Please refer to
APA: Citing Within Your Paper
(Links to an external site.)
by the Writing Center for information on citing sources. Your grade will reflect both the quality of your initial post and the depth of your responses. Refer to the Discussion Forum Grading Rubric under the Settings icon in your classroom for guidance on how your discussion will be evaluated.
XIOMARA’S POST:
Path-goal theory is a leadership concept that discusses how leaders may motivate followers to accomplish designated goals. This theory aims to increase follower performance and productivity while creating follower and job satisfaction. Leaders do this to understand follower motivations (Northouse, 2022).
This theory has four leadership styles: directive, supportive, participative, and achievement-oriented. Leadership styles bear similarities to other leadership theories. Directive leadership describes a leader who gives clear, concise instructions about the tasks, how they should be carried out, what is expected of the follower, and deadlines. This is very similar to Situational Leadership, as both theories philosophize that providing clarity to followers will allow them to perform tasks more efficiently (Northouse, 2022).
Supportive leadership is the notion of leaders treating followers equally while also being friendly, approachable, and considering the health of their followers. This theory is based on the idea that catering to a follower’s mental and physical well-being will fill followers with confidence to complete tasks successfully (Northouse, 2022)
Decision-making is extremely important, and often time’s followers feel more job satisfaction when invited to share in this process with leadership. This is the idea behind Participative leadership that followers can be consulted for their views and opinions. This type of leadership often increases group productivity (Northouse, 2022).
Naturally, leaders wish to receive the highest level of work and often challenge followers to do so. This leadership style is called Achievement-oriented leadership. It can be expected with this type of leader that a high standard of excellence is set and that followers continuously seek improvement. This type of leadership requires a high level of confidence which means that followers need to achieve challenging goals (Northouse, 2022).
It is possible for leaders to exhibit more than one leadership style, as different situations call for different leadership styles. Path-goal theory is an adaptive theory, meaning that leaders should switch between all four types to fit different situations best. A leader is responsible for how change affects their team, so they need to adapt their leadership style to suit the situation or change their familiar working environment. To successfully carry a section through a period of change or a changing climate, the leader needs to work on their leadership skills and understand how to change leadership style to suit the changes around the team.
A path-goal manager aims to challenge his subordinates with high-level goals to garner the highest level. An excellent example of this type is a fellow manager that set high contract indexing in his team. Every three months, a higher goal is set and leads the employees in better ways to achieve the target. This has served as a motivator for the team, and rewards were added. It has been effective in reaching and surpassing the established goals by management.
References
How to Change Your Leadership Style in a Changing Environment. (n.d.). Northwest Executive Education. Retrieved from https://northwest.education/insights/careers/how-to-change-your-leadership-style-in-a-changing-environment/
Northouse, P. G. (2022). Leadership theory and practice (9th ed.). SAGE.
EVAN’S POST:
Hello Class,
There are many different kinds of leadership styles that are available for leaders to put in their holster to use as long as they are effective with the style itself. A leader untrained in a certain style would be ineffective in utilizing it to try and empower their employees. The path-goal theory explores the idea of how leaders in any format can encourage and motivate their followers to meet a certain set of goals. “Path-goal theory discusses how leaders motivate followers to accomplish designated goals” (Northouse, 2022). Within the Path-Goal theory there are four different types of leadership styles that are encompass the entirety of the theory; Directive Leadership, Supportive Leadership, Participative Leadership, and Achievement-Oriented Leadership.
Directive leadership is a type of that style in which the leader will give the followers a task to complete and directions on how to complete the assigned task. Additionally, the leader will provide further instruction on what is expected of the followers, how they should carry themselves and the due date for the task to be completed. This type of style is very direct and to the point. Supportive Leadership is a much friendlier version of a leader that is more seemingly approachable then that of a directive leader. A supportive leader is attentive to the needs of the followers as well as ensuring that the followers work life is much more welcoming. Participative leadership utilizes the participation of the followers to build upon what the organization needs. By including those individuals in the process of making the organization a better place it gives the followers the feeling of inclusiveness and that they are truly contributing to change. Achievement-Oriented leadership is based on the leader’s ability to set high standards for the followers and having the confidence in that group of individuals that they will accomplish any goal that is provided to them. Leaders are very capable of exhibiting more then one style as it is vital to the success of the organization to be able to do so. While a leader may be showing the directive leadership approach provided directions and due dates to their followers to get a task done, that does not exclude the leader the ability to be approachable to the needs of the followers beneath them. Building a fun and friendly workplace environment with clear directions with the ability to have an input on the work or changes to be made within the organization would be a very friendly and fun place to work.
An example of the use of the path-goal leadership style was used in my time in the military. There was not necessarily a singular leader who wasn’t approachable and directive but they all were. To me it seemed that first line supervisors, the NCOs, were the more directive and supportive leaders, in which they would give tasks but would also but supportive if needed. The higher leadership, SNCOs and Commanders would be more along the lines of Achievement-Oriented as they have much larger “rocks to move” as opposed to NCOs and Airman. All levels individuals would work together to ensure that those goals were met and it would be very clear that without every level working in succession that the end goals would not be obtainable.
References:
Northouse, P. G. (2022).
Leadership theory and practice
(9th ed.). SAGE.
Case Study 3
[WLO: 3] [CLOs: 1, 2, 3, 4]
Prior to beginning work on this assignment, read Chapters 6 and 7 in the Leadership: Theory and Practice course textbook. Then, select one case study from either Chapter 6 or 7 in the Leadership: Theory and Practice course textbook, based on its relevance to your professional or personal interests. Write a three- to four-page paper (not including the title and references pages) answering all the questions located below the case study in the textbook.
In your paper,
· Determine the leadership approach being used in the case.
· Analyze whether the approach is effective for the case.
· Cite specific examples from the case and from scholarship that support your position.
· Assess how the leader in the case could be more effective.
The Case Study 3 paper
· Must be three to four double-spaced pages in length (not including title and references pages) and formatted according to
APA Style
(Links to an external site.)
as outlined in the Writing Center’s
APA Formatting for Microsoft Word
(Links to an external site.)
resource.
· Must include a separate title page with the following:
· Title of paper
· Student’s name
· Course name and number
· Instructor’s name
· Date submitted
· As University of Arizona Global Campus updates to the new edition of the APA Style manual, you may want to take a look at
APA Style Elements
(Links to an external site.)
. Here is a
Sample Title Page (Links to an external site.)
example following the new edition guidelines.
· Must utilize academic voice. See the
Academic Voice
(Links to an external site.)
resource for additional guidance.
· Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.
· For assistance on writing
Introductions & Conclusions
(Links to an external site.)
as well as
Writing a Thesis Statement
(Links to an external site.)
, refer to the Writing Center resources.
· Must use at least four scholarly, peer-reviewed, and/or credible sources in addition to the course text.
· The
Scholarly, Peer-Reviewed, and Other Credible Sources
(Links to an external site.)
table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
· To assist you in completing the research required for this assignment, view this
University of Arizona Global Campus Library Quick ‘n’ Dirty (Links to an external site.)
tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.
· Must document any information used from sources in APA Style as outlined in the Writing Center’s
APA: Citing Within Your Paper
(Links to an external site.)
guide.
· Must include a separate references page that is formatted according to APA Style as outlined in the Writing Center. See the
APA: Formatting Your References List
(Links to an external site.)
resource in the Writing Center for specifications.
Required Resource
Text
Northouse, P. G. (2022).
Leadership theory and practice
(9th ed.). SAGE.
· Chapter 6: Path-Goal Theory
· Chapter 7: Leader-Member Exchange Theory
· The full-text version of this ebook is available through the RedShelf platform. This book is a comprehensive text about leadership theory and practices. Chapters 6 and 7 will provide information about leadership theories, and they will assist you in your Leader-Member Exchange Theory discussion forum and Path-Goal Theory discussion forum this week. The chapters also provide source material for the case study you choose to evaluate in your Case Study 3 assignment this week.
Recommended Resources
Articles
Tse, H. H. M., & Mitchell, R. J. (2010).
A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader-member exchange. (Links to an external site.)
Journal of Management and Organization, 16(1), 83-99. https://doi.org/10.1017/S1833367200002285
· The full-text version of this article is available through the EBSCOhost database in the University of Arizona Global Campus Library. This article discusses the theoretical model of transformational leadership that will enrich your understanding of the theory. It may assist you in your Case Study 3 assignment this week.
Whitener, J. K. (2007).
Year of wonders: The wonder of leadership. (Links to an external site.)
Advances in Developing Human Resources, 9(2), 214-235. https://doi.org/10.1177/1523422306298860
· The full-text version of this article is available through the SAGE Journals Online database in the University of Arizona Global Campus Library. This article discusses a historical novel on the outbreak of plague in a 17th century village, and how leadership emerged during a dangerous and difficult time. The story is analyzed in terms of leadership approaches, and it may assist you in your Case Study 3 assignment this week.
Week 3 Lecture
Greetings class and welcome to Week 3!
Chapter 6
Let’s start with Chapter 6, Contingency Theory. According to our text book, “contingency theory is a leader matched theory, which means it tries to match leaders to appropriate situations. It is called contingency because it suggests that a leader’s effectiveness depends on how well the leader’s style fits the context” (Northouse, 2018, p. 123). Another description that might be easier to understand is; “Contingency theories hold that leadership effectiveness is related to the interplay of a leader’s traits or behaviors and situational factors” (Seyranian, 2012, para1). Some may recall Cliff Notes, which basically provides an overview of what a book or topic was about. Similar to what Wikipedia does today, with the exception that Cliff Notes were published, whereas anyone can go online and update Wikipedia. The Cliff Note on Contingency theory is as follows; “Contingency theory proposes that for learning to take place, a stimulus must provide the subject information about the likelihood that certain events will occur” (Cliff Notes, 2013, para1).
Now that we have identified what Contingency Theory stands for, let’s dive a little deeper and look at the situational variables that impact this theory.
According to our text book, there are three main factors; Leader-member relations, task structure and position power (Northouse, 2018).
· Leader member relations is when there is a group of followers that have emotions for their leader (Northouse, 2018).
· Task structure is when there is a level of requirements of a task that are clearly provided (2018).
· Position power is the level of authority a leader has to either reward or punish followers (2018).
Chapter 7
Chapter 7 focused on Path-Goal Theory. This theory is really about how a leader motivates followers to accomplish goals (Northouse, 2018). For those of you that follow the term empowerment, this is a leadership style that is often found. How many of you work with leaders that truly motivate you to want to do your job or want to do it better? How many of you are excited to go to work to see what your leader will challenge you with today? This is what a Path-Goal Leader works to achieve. It is recommended that you review Table 7.1: Path Goal Theory; How it Works in the required text. This table provides a very clear outline of the behaviors of the leader, the characteristics of the subordinates and the task characteristics.
Below is a video that does a nice job of illustrating examples of Path-Goal Theory.
Path Goal Theory – Explained (Links to an external site.)
Chapter 8
The final chapter this week was Chapter 8, which focused on Leader-Member Exchange Theory (LMX). The LMX theory “conceptualizes leadership as a process that is centered on the interactions between leaders and followers” (Northouse, 2018, p. 161). How many of you have interactions with your boss outside of work? How many of you have a good working relationship in that you can approach your boss on just about any subject? The LMX theory is one that brings up a lot of great elements, but it also has another side to it. I would like to share two videos with you that illustrate the LMX theory at work. The first is a cartoon and the second is a fraction of the movie Mona Lisa Smiles. See if you can identify how the leadership is interacting with the followers.
Leader Member Exchange Theory (Links to an external site.)
In and Out 1 (Links to an external site.)
Forbes School of Business Faculty
References:
B2Bwhiteboard (2013, January 3).
Path goal theory – explained
(Links to an external site.)
[Video file]. Retrieved from http://youtu.be/-Ow0U75uySk
Callanan, B. (2012, December 29).
In and out 1
(Links to an external site.)
[Video file]. Retrieved from http://youtu.be/6ocAyCc2enw\
Northouse, P. G. (2018). Leadership theory and practice (8th ed.). SAGE.
Seyranian, V. (2012). Contingency theories of leadership. Sage. Retrieved from www.sagepub.com/
Villum13. (2012, April 22).
Leader member exchange theory (Links to an external site.)
[Video file]. Retrieved from http://youtu.be/nXb0LZiPo7E
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