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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 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.
Leader-member relationships are simply established based on three stages: role-making, role-taking and role-routinization. Each stage allows the relationships to be further developed and have a positive impact upon the communication aspect and completion of tasks. A couple of techniques can be implemented in order to improve the theory.
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
Leader-member relationship – high if the leader is generally accepted and respected by followers; Degree of task structure – high if the task is very structured; Leader's position power – high if a great deal of authority and power are formally attributed to the leader's position
Kerr and colleagues noticed many studies had found significant moderators that played a part in the relationship between initiating structure leader behavior and subordinate outcomes. For example, when a task was ambiguous, the relationship between leader initiating structure and subordinate satisfaction was stronger than if the task was clear.
John Adair's Action Centred Leadership Model. Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of ...
A matrix organization. Matrix management is an organizational structure in which some individuals report to more than one supervisor or leader—relationships described as solid line or dotted line reporting, also understood in context of vertical, horizontal & diagonal communication in organisation for keeping the best output of product or services.