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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 ...
Fundamentally, the leader may overestimate the work quality presented by the in-group members, as a result of their existent solid connections. [citation needed] On the other hand, it is possible for the member to discover that the leader does not display similar personal traits. As a result, the subordinate may assess the relationship at a ...
The model is based on the observation that people behave in a predictable way, and that an individual's behavior is context specific, based on social position and other factors. Research conducted on role theory mainly centers around the concepts of consensus, role conflict, role taking, and conformity. [1]
The Fiedler contingency model argues that three situational components can determine whether task-oriented or relationship-oriented leadership is the better fit for the situation: Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.
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]
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The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.