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Essay / Research Paper Abstract
A 3 page paper discussing leader-member exchange theory and assessing an individual's score on the LMX7 questionnaire. Only one (number 6) of the seven questions of the LMX7 questionnaire address how the respondent would or does act; one (number 7) requires the respondent to characterize his relationship with a leader or subordinate, depending on the vantage from which s/he is completing the survey. All other questions require the respondent to answer for the other individual involved, the leader or subordinate. The LMX7 measures respondents' perception of conditions, which is key to effective leader-member relationships. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgLdrTheoLMX.rtf
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Unformatted sample text from the term paper:
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. 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 citizenship behavior" (Truckenbrodt, 2000; p. 233). Leader-member relations also are significant in Fielders contingency theory in
which leaders change styles depending on the group situation. The leader-member theory focuses more on individual, vertical relationships. Member-member relationships are of
less consequence here than are the individual leader-member relationships for which the theory is named. It can bring benefit in that the relationship between leader and member can be
strengthened, but its disadvantage is that it can serve to discount the dynamics of the group. Score Assessment The LMX7 "is designed to
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