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Essay / Research Paper Abstract
A 5 page paper discussing aspects and characteristics of the Leader-Member Exchange (LMX) theory, and discusses the results of an LMX inventory exercise. It appears that the LMX inventory is highly useful in a generally positive atmosphere; its value in a negative setting likely would be diminished. A weakness is that one member of the manager-subordinate pair must answer questions on the basis of supposition of how the other individual would respond to specific situations that may have no grounding in actual experience. Includes an abstract. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgLdrLMX.rtf
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characteristics of the Leader-Member Exchange (LMX) theory, and discusses the results of an LMX inventory exercise. It appears that the LMX inventory is highly useful in a generally positive
atmosphere; its value in a negative setting likely would be diminished. A weakness is that one member of the manager-subordinate pair must answer questions on the basis of supposition
of how the other individual would respond to specific situations that may have no grounding in actual experience. Introduction Most leadership theories focus
on the behavior of the leader and the leaders approach to leading and managing those for whom s/he is responsible. The Leader-Member Exchange (LMX) theory departs from that focus
in that it addresses the relationship between the leader and an individual member of the leaders team. The purpose here is to discuss the theory and assess the results
of an LMX inventory exercise. Leader Member Exchange First described in the mid-1970s, LMX marked a departure from other theories of leadership not
only in the fact that it replaces the group with the individual, but also in that it accounts for different individuals requiring different approaches. It accommodates the need to
treat individuals as individuals. Truckenbrodt (2000) offers a definition of this theory: "The leader-member exchange theory of leadership, which focuses on the
two-way relationship between supervisors and subordinates, aims to maximize organization success by establishing positive interactions between the two" (p. 233). This author conducted a study designed to test the
effectiveness of the theory in describing work relationships. She found that "that a significant relationship exists between the quality of the supervisor-subordinate relationship and subordinates commitment and altruistic organizational
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