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In contrast, a high-stress job, such as in a police department or hospital may create a sense of solidarity between friendly colleagues that is extremely strong to the point that it can influence job performance ratings. Bias can influence superior's perceptions of how much a friend deserves a promotion or a raise, and there is a strong sense of being part of an 'in-group' that is intrinsic to the profession in an 'us vs. them' mentality. A lack of financial resources may further raise the stakes in terms of the need to promote friends. However, such high-stakes jobs demand a high degree or professionalism, and promotion of in-group members may not always yield higher-quality performance, as measured in an objective fashion.
If the in-group is too tight, and too reliant upon standard operating procedures, solutions to using scarce resources can result in a lack of creativity and a failure to use all organizational perspectives. In professions that serve the community, such as healthcare and policing, showing an interest in the perspectives of outside actors, such as patients or the public, the institution is supposed to serve is...
The 'in-group' mentality can be so absorbing, the organization can forget its objectives for the greater good, and only focus on the immediate needs of the group. LMX can be important in generating organizational solidarity and loyalty, and may act as a performance facilitator in some instances. But it can also just as easily encourage group members to 'coast' upon the fact they are a member of the high-status group, and lead to aggressive or alienating behavior against non-group members. This can cost the organization valuable potential team players, and also undercut the greater goal of serving others.
Works Cited
Leader-Member Exchange Theory (LMX). (2009). Changing Minds. Retrieved March 12, 2009 at: http://changingminds.org/explanations/theories/leader_member_exchange.htm
Manzoni, Jean-Francois & Jean-Louis Barsoux. (2000). Appendix 1: What Leader-Member
Exchange Theory tells managers. From Set-Up-to-Fail Syndrome: How good managers cause great people to fail. Cambridge HBS Press. Excerpt retrieved March 12, 2009 http://www.set-up-to-fail.net/pdf/lmx.pdf
LMX
Works Cited
Leader-Member Exchange Theory (LMX). (2009). Changing Minds. Retrieved March 12, 2009 at: http://changingminds.org/explanations/theories/leader_member_exchange.htm
Manzoni, Jean-Francois & Jean-Louis Barsoux. (2000). Appendix 1: What Leader-Member
Exchange Theory tells managers. From Set-Up-to-Fail Syndrome: How good managers cause great people to fail. Cambridge HBS Press. Excerpt retrieved March 12, 2009 http://www.set-up-to-fail.net/pdf/lmx.pdf
LMX
Introduction LMX or (leader member exchange) theory is salient for corporate sustainability and development. Breevaart and coworkers (2015) claim that the theory forms a key instrument in the maintenance of sound manager- subordinate bonds. Increased bond tenure reinforces and improves exchange, thereby positively affecting personnel (Martin et al., 2016). Hence, this paper discusses the LMX theory’s influence on workers’ job performance by discussing and reviewing findings from prior studies. LMX theory The theory’s
leaders and followers form relationships, and the impact of those relationships on followers, leaders, and organizations. These include relational leadership theory (RLT), leader-member exchange theory (LMX), and direction-alignment-commitment (DAC). For your initial post for this discussion, compare two of these leadership models. Present your analysis of the similarities and differences of the models. Then, address how you could apply these two models to help leaders become more effective. Which
Hayyat Malik, S. (2012). A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach. Pakistan Journal of Commerce & Social Sciences, 6(2), 357-371. This study explores the relationship between leadership behavior and acceptance of a leader by subordinates. The underlying concept is path-goal theory, which is based on the idea that a leader's style can dictate organizational effectiveness, and that the style should be tailored to specific
It should also make sure that the managerial members have a consistent and constructive association with the team member to ensure success of the firm. They should also make sure that the team formed has an appropriate level of conformity in terms of the attitudes, principles and work ethics. The company should also make sure that there are no ego clashes within a team and that it stays united
If it is just generally assumed that these employees are lazy or do not care about their job, they will often be the object of anger from other employees. If other employees and management would talk to these employees and determine what could be done to help them, it is quite possible that simple accommodations can be made that will keep everyone happy and help to dissipate the anger
EDSE 600: History and Philosophy of Education / / 3.0 credits The class entitled, History and Philosophy of Education, focused on the origin of education and the "philosophical influences of modern educational theory and practice. Study of: philosophical developments in the Renaissance, Reformation, and revolutionary periods; social, cultural and ideological forces which have shaped educational policies in the United States; current debates on meeting the wide range of educational and social-emotional