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L M X .

L E A D E R S H I P

There are many ways to complete the sentence.

Leadership is
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L M X . L E A D E R S H I P

Leadership is

There are almost as many different definitions of leadership as there are people who have tried to define it. As soon as we try to define leadership, we discover that leadership has many different meanings.

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L M X . L E A D E R S H I P

Leadership is

Some researchers have approached leadership from a personality perspective which suggests that leadership is a combination of special traits or characteristics that some individual possess. Another school of thought addresses leadership from a skills perspective which stresses the capabilities (knowledge and skills) that make effective leadership possible. Other approaches to leadership define it as an act or behavior- the things leaders do to bring about change in a group. In addition, some define leadership in terms of the power relationship that exists between leaders and followers. From this viewpoint, leaders have power that they wield to effect change in others. Others view leadership as transformational process that moves followers to accomplish more than is usually expected of them.
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L M X . L E A D E R S H I P

LMX Leader-Member Exchange Theory


Leader
L M X

Follower

LMX Theory takes an altogether different approach and conceptualizes leadership as a process that is centred on the interactions between leaders and followers.
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L M X . L E A D E R S H I P

LMX and organizational effectiveness


Studies have shown that the quality of leader-memberexchange is related to positive outcomes for leaders, followers, groups, and the organization in general.
The high quality LMXs has also been found to be directly associated with feelings of energy, creativity, empowerment and greater involvement in work. In essence, organizations stand to gain much more from having leaders who can create good working relationships.

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L M X . L E A D E R S H I P

LMX at Leadership Making

from the LMX viewpoint, leadership making develops progressively over time in three phases: 1. The Stranger Phase 2. The Acquaintance phase 3. The Partnership phase

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L M X . L E A D E R S H I P

LMX at Leadership Making

1. The Stranger Phase


At this phase LMXs are generally rule bound, relying heavily on contractual relationships. Leaders and subordinates relate to each other within prescribed organization roles. The subordinates usually complies with the formal leader and respect him/her due to his hierarchical position. However, his/her motives are directed toward self-interest rather than toward the good of the group.

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L M X . L E A D E R S H I P

LMX at Leadership Making

2. The Acquaintance Phase


This phase begins with the LMXs shifting away from interactions which are strictly governed by job descriptions. The leader/member are open to sharing more information and resources for career-oriented social exchanges. It is a testing period for both the leader and the subordinate in order to develop more trust and respect for each other. They also tend to focus less on their own self-interest and more on the purposes and goals of the group.

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L M X . L E A D E R S H I P

LMX at Leadership Making

3. The Partnership Phase


This phase is marked by high quality LMXs. Both of them experience a high degree of mutual trust, respect, and obligation toward each other. There is high level of reciprocity between leaders and subordinates. Each affects and is affected by the other. In addition, members may depend on each other for favors and special assistance. For example, leaders may rely on subordinates to do extra assignments and subordinates may rely on leaders for needed support and encouragement. In effect, partnerships are transformational in that they assist leaders and followers in moving beyond their own self interests to accomplish the greater good of the team and the organization.

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L M X . L E A D E R S H I P

Phases in Leadership Making

Phases in Leadership Making Phase-I Stranger Role Influence Exchanges Interests Progress of time
Acknowledgement: Source: Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) by GB Graen and M.Uhi-Bien, 1995, Leadership Quarterly, 6(2),231
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Phase-II Acquaintance Tested Mixed Medium Self & Other

Phase-III Partner Negotiated Reciprocal High quality Group

Scripted One way Low quality Self

L M X . L E A D E R S H I P

His team gets the best treatment


A case study in LMX
Sandhya Mittal directs the creative department of Hi-Media advertising agency. The agency has about 100 employees, 20 of whom work for Sandhya. Typically the agency maintains 10 major accounts and a number of smaller accounts. It has a reputation for being one of the best advertising and public relations agencies in the country. In the creative department there are four major account teams. Each is led by an associate creative director, who reports directly to Sandhya. In addition, each team has a copywriter, an art director, and a production artist. These four account teams are headed by Anurag, Gauri, Manav and Supriya. Anurag and his team get along really well with Sandhya and they have done excellent work for their clients at the agency. Of all the teams, Anurags team is the most creative and talented and the most willing to go the extra mile for Sandhya. As a result, when Sandhya has to showcase accounts to upper management, she often uses the work of Anurags team. Anurag and his team members are comfortable in confiding in Sandhya and she in them. Contd
Adapted from Leadership by Peter G Northouse, 5th edition, p.159
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L M X . L E A D E R S H I P

His team gets the best treatment


A case study in LMX
Sandhya is not afraid to allocate extra resources to Anurags team or to give them free rein on their accounts because they always come through for her. Gauris team also performs well, but she is unhappy with how Sandhya treats her team. She feels that Sandhya is not fair because she favorus Anurags team. For example, Gauris team was counselled out of pursuing an ad-campaign because the campaign was too risky, whereas Anurags group was praised for developing a very provocative campaign. Gauri feels that Anurags team is Sandhyas pet. They get the best assignments, accounts and budgets. Gauri finds it hard to hold back the animosity she feels toward Supriya. Like Gauri, Manav is also concerned that his team is not in the inner circle, close to Sandhya. He has noticed repeatedly that Sandhya favors the other teams. For example, whenever additional people are assigned to team projects, it is always the other teams who get the best writers and art directors. Manav is mystified as to why Sandhya doesnt notice his team or try to help it with its work. He feels Sandhya undervalues his team but Manav believes the quality of his teams work is indisputable. Contd
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L M X . L E A D E R S H I P

His team gets the best treatment


A case study in LMX
Although Supriya agrees with some of Manavs & Gauris observations about Sandhya, she does not feel any antagonism abut Sandhyas leadership. Supriya has worked for the agency for nearly 10 years, and nothing seems to bother her. Her account teams have never been earth-shaking but they have never been problematic either. Supriya views her team and its work more as a nuts-and-bolts operation in which the team is given an assignment and carries it out. She thinks being in Sandhyas inner circle would entail putting in extra time in the evening or on weekends and would create more problems for Supriya. Therefore, Supriya is happy with her role as it is, and she has little interest in trying to change the way the department works. Attempt the following: 1. Based on LMX Theory, what observations would you make about Sandhyas leadership at Hi-Media. 2. In what ways Sandhyas leadership with the four groups productive or counterproductive to the overall goals of the company. 3. do you think Sandhya should change her approach toward the associate directors? If so, what should she do differently? 4. Where would you place the quality of LMX occurring between Sandhya and her different subordinates.
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Pl. let me know if you like this presentation. Roshan Suhail


A young and dynamic speaker with more than 3000 hrs of training experience. Roshan has developed a deep understanding of human behaviour and its corporate relevance through his 10 years of rich experience in Education, Sales, Marketing, HR & Training. Roshan specializes in energizing the young audience like management students, front line sales force, young managers & executives. His Heart before Head approach sets him apart and generates significant breakthroughs. He has been conducting programs on Leadership/Managerial Effectiveness Motivational/Team building and Cooperative Communication for the past 6 years. His programs are designed around E3: Engage, Energize & Educate. His client list include leading organizations like DLF, Ashok Leyland, YKK, Teva Pharmaceuticals, SK Engg., Keihin Fie, INTEX Frankfinn and a number of management institutions. He is the lead trainer at RighTrack Creative Foundation. To know more about RighTrack, Pl. visit www.righTrack.org He has been the President of Toastmasters Club of New Delhi (to know more about toastmasters pl. visit www.tmnd.org) and also an active member of Coach Leadership Centre, New Delhi His powerful LD Workshops are: Lead from the Front 3D Leadership Leadership 20:20

You can call him on 09891358681 Or access him at roshansuhail@gmail.com

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