King Saud University Module 6 Leader Member Exchange Theory Discussion Think about a place where you have worked, . Think both from an employee’s perspecti

King Saud University Module 6 Leader Member Exchange Theory Discussion Think about a place where you have worked, . Think both from an employee’s perspective and a leader’s perspective.

( I worked as Marketing Manager in Marketing company)

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Now that you are knowledgeable about the Leader-Member Exchange (LMX) Theory of leadership, what are the implications for you, or the person you know, as an employee of the organization? How is this new knowledge changing the way you see things? What are you looking for? What are you thinking about?

What are the implications for you, or the person you know, as a leader in the organization? What do you do with your newly acquired LMX knowledge?

What are the benefits of being in the “in group” for an employee? What are the benefits for the organization that is characterized by high-quality leader-member exchanges?

Requirement :

Embed course material concepts, principles, and theories (including supporting citations) along with at least one current, scholarly, peer-reviewed journal article. You may find that your discussion of leadership characteristics is easily supported with such current scholarly research, while the information about how your chosen leader exhibits those leadership characteristics is supported by popular research. Module 6: Leadership Theories: Path-Goal and Leader-Member
Exchange approaches
Chapters 7 & 8 in Leadership: Theory and Practice
1.  Leader-­?member  exchange  theory  
The Leader-Member Exchange Theory is based upon interactions that take place
between the leader and the subordinates. This is a very interesting theory in that it
discusses an “in-group” and an “out-group,” which is very common in an organizational
At a small Midwest organization a woman took a position within the business department.
She was very motivated and really wanted to do well within the organization – hopefully
even move up to a leadership role at some point. When she met her boss she was very
impressed, because the boss seemed to take her under her wing and seemed to want to
help her move up within the organization.
However, people told the woman to really watch out, because the relationship she had
formed with this leader would probably eventually turn into a negative relationship. They
mentioned that this leader truly had and “in-group” of people in the department that she
had a positive relationship with, and an “out-group” of people with whom she no longer
had any type of relationship with outside of the job tasks required.
Unfortunately, when the other members of the department mentioned the “in-group” and
the “out-group” they were talking about favoritism, which is an extreme case of the
Leader-Member Exchange Theory. After the women got her education and wanted to
move up within the organization she became a member of the “out-group” and was
actually treated very poorly by the leader.
The Leader-Member Exchange does not have to be this extreme, however. It is human
nature that leaders will develop different relationships with people in the department or
organization based on things such as culture, gender, age, and personality. That does not
have to equate to favoritism or other negative leadership traits. Instead, it could be that
these subordinates simply have a good working relationship with the leader. The “outgroup” doesn’t necessarily have to be treated poorly, either. It could simply mean that
outside of the tasks that need to be accomplished, the leader and the subordinate may
not have a relationship.
2.  Innovation  and  Organizational  change  
Of course leaders would not exist without followers. Just because you are in a formal
leadership role does not mean that all of your subordinates will follow you. They may do
Nahlah Hajla
what they have to in their job, but followers are actually supporters of the leader, which
may not be the case in formal leadership roles.
For those informal leaders, followership is very important. They do not have the formal
power to exert to get something done. They have to rely on their traits and skills to try to
influence followers. Additionally, if the followers do not agree with the leader, they can
choose to not follow that leader in an informal leadership setting. People were not
required by job duty to follow Martin Luther King, Jr., but they did because they believed
in him and what he stood for.
It is important for leaders to always keep in mind that they would not be leaders, either
formal or informal, if they did not have followers. Followers deserve respect,
encouragement, and support in their roles as followers, and it is up to the leader to
ensure the followers understand how much they are appreciated in both formal and
informal leadership settings.
Check  your  understanding  
Instructions: Complete the following self-assessment. Score your own assessment, and
interpret your results. You will need your results for completion of the portfolio project.
1. Situational Leadership: A Brief Questionnaire
2. Least Preferred Coworker Measure
3. Path-Goal Leadership Questionnaire
4. LMX 7 Questionnaire
Nahlah Hajla

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