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The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...
The theory focuses on types of leader-subordinate relationships [4] which are further classified into subgroups, namely the in-group and the out-group. [5] The in-group consists of members that receive greater responsibilities and encouragement, [ 5 ] and are able to express opinions without having any restrictions.
The quality of the relationship between the two can be described by Sahin as a term called leader-member exchange (LMX) theory. What LMX theory basically points out against McGregor theory is that “leaders develop unique relationships with different subordinates and that the quality of these relationships is a determinant of how each ...
For example, group cohesion, communication patterns, individual personality traits, group context, the nature or orientation of the work, as well as behavioral norms and established standards influence group functionality. For this reason, it is unwarranted to assume that all leaders are in complete control of their groups' achievements.
Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. [1]
In turn, this group outperformed the control groups on four objective tests. This study was noteworthy since it used adult Israeli soldiers as a sample rather than the previous sample of the American child, inferring that the Pygmalion effect could be applied to different contexts rather than only the original classroom setting where it was ...
Issues that influence this last factor include: collectivistic culture context or whether the culture is collectivistic or individualistic; distressing history of interaction, the possible tensions that exist between groups due to past interactions; stereotypes; norms for treatment of groups; and high group solidarity/ high group dependence ...
Since CMM attempts to explain the process by a group member to make sense out of the regular path of messages and carried out into a group conversation. So, according to CMM, individual perspective with group approach conversation needs to combine and create a better meaning-building. [47] Qualitative experiment framework tool