Chapter 7

Leadership Making (Graen & Uhl-Bien, 1995) phase and acquaintances

•Begins with an "offer" by leader/follower for improved career-oriented social exchanges • Testing period for both, assessing whether • the follower is interested in taking on new roles • leader is willing to provide new challenges •Shift in dyad from formalized interactions to new ways of relating •Quality of exchanges improves along with greater trust & respect • Less focus on self-interest, more on goals of the group

Leadership Making (Graen & Uhl-Bien, 1995)

A prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of her or his followers, rather than just a few. • Three phases of leadership making which develop over time: (a) stranger phase (b) acquaintance phase (c) mature partnership phase

Application

Applicable to all levels of management and different types of organizations •Directs managers to assess their leadership from a relationship perspective •Sensitizes managers to how in-groups and out-groups develop within their work units •Can be used to explain how CEOs strategically develop special relationships with select individuals in upper management •Can be used to explain how individuals create leadership networks at various levels throughout an organization •Can be applied in different types of organizations—volunteer, business, education, and government settings

how does lmx theory work-prescriptively

Best understood within the Leadership-Making Model (Graen & Uhl-Bien, 1995) •Leader forms special relationships with all followers •Leader should offer each follower an opportunity for new roles/responsibilities •Leader should nurture high-quality exchanges with all followers •Rather than concentrating on differences, leader focuses on ways to build trust & respect with all followers, resulting in entire work group becoming an in-group

Lmx theory description perspective

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

How Does the LMX Theory Approach Work?

Focus of LMX Theory • Strengths • Criticisms • Application

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

Dimension of leadership

LMX theory makes the dyadic relationship between leaders and followers the focal point of the leadershi

Later studies

Gerstner and Day (1997) •LMX consistently related to member job performance, overall satisfaction, supervisor satisfaction, commitment, role conflict and clarity, turnover intentions. •Support for psychometric properties of LMX Questionnaire •Ilies, Nahrang, and Morgeson (2007) •Meta-analysis of 51 research studies •Positive relationship between LMX quality and citizenship behaviors (discretionary employee behaviors that go beyond the prescribed role, job description, or reward system.

In group and out of group followed

In-Group - more information, influence, confidence, & concern from leader - more dependable, highly involved, & communicative than out-group Out-Group - less compatible with leader - usually just come to work, do the job, & go home

Early studies

In-group/out-group status based on how well follower works with the leader and how well the leader works with the follower •How followers involve themselves in expanding their role responsibilities with the leader determines whether they become in-group or out-group participants •Becoming part of the in-group involves follower negotiations in performing activities beyond the formal job description

Criticism

Inadvertently supports the development of privileged groups in the workplace; appears unfair and discriminatory •The basic theoretical ideas of LMX are not fully developed •How are high-quality leader-member exchanges created? •What are the means to achieve building trust, respect, and obligation? What are the guidelines? •Because of various scales and levels of analysis, measurement of leader-member exchanges is being questioned

Later Studies (Graen & Uhl-Bien, 1995)

Initial research primarily addressed differences between in-groups and out-groups; later research addressed how LMX theory was related to organizational effectiveness •Later research focus on the quality of leader-member exchanges resulting in positive outcomes for •Leaders •Followers •Groups •Organizations in general

Leadership Making (Graen & Uhl-Bien, 1995) phase stranger

Interactions within the leader-follower dyad are generally rule bound • Rely on contractual relationships • Relate to each other within prescribed organizational roles • Experience lower-quality exchanges •Motives of follower directed toward self-interest rather than good of the group

Strengths

LMX theory validates our experience of how people within organizations relate to one another and the leader •LMX theory is the only leadership approach that makes the dyadic relationship the centerpiece of the leadership process •LMX theory directs our attention to the importance of communication in leadership •Solid research foundation on how the practice of LMX theory is related to positive organizational outcomes

How does LMX theory work?

LMX theory works in two ways: It describes leadership and it prescribes leadership •In both - the central concept is the dyadic relationship Descriptively: •It suggests that it is important to recognize the existence of in-groups & out-groups within an organization •Significant differences in how goals are accomplished using in-groups vs. out-groups •Relevant differences in in-group vs. out-group behaviors

Definition

Leader-member exchange (LMX) theory: •conceptualizes leadership as a process •that is centered on the interactions between a leader and followers •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.

Leadership Making (Graen & Uhl-Bien, 1995) phase mature partnership

Marked by high-quality leader-member exchanges •Experience high degree of mutual trust, respect, and obligation toward each other • Tested relationship and found it dependable • High degree of reciprocity between leaders and subordinates • May depend on each other for favors and special assistance • Highly developed patterns of relating that produce positive • outcomes for both themselves & the organization Phase 3 Partnerships are transformational - moving beyond self-interest to accomplish greater good of the team & organization

Later Studies (Graen & Uhl-Bien, 1995)

Researchers found that high-quality leader-member exchanges resulted in •Less employee turnover •More positive performance evaluations •Higher frequency of promotions •Greater organizational commitment •More desirable work assignments •Better job attitudes •More attention and support from the leader •Greater participation •Faster career progress

Early studies

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) = out-group •Relationships marked by formal communication based on job descriptions