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Leader Member Exhange Theory

...... One study, in particular, looked at objectively measured performance, boss ratings of performance and relationship quality. The researchers found that poorly performing in-group subordinates were given high performance ratings, regardless of their actual performance. Conversely, boss ratings of out-group employees were consistent with actual performance. For the entire sample, the correlation between objective performance and relationship quality was virtually nil (0.07). Although objective performance is not all that bosses look at, one would not expect its effect to be wiped out by relationship quality (Manzoni & Jean-Louis Barsoux 2000). Other studies have even suggested that the influence of in-groups may reduce rather than facilitate creativity. Perceived attitude similarity on issues of family, money, career, strategies, goals in life, and education was strongly related to ratings of relationship quality. Perceived similarity can be reinforced by the subordinates ingratiation efforts. Not surprisingly, upward praise (I look for opportunities to show my respect/admiration) and opinion conformity (In front of boss, I express values, opinions and attitudes similar to his/hers) are both associated with higher quality relationships (Manzoni & Barsoux 2000)
In short, ingratiating ones self to the boss regarding work and non-work attitudes and issues is am in-group relationship facilitator. It