Leader-Member Exchange and Transformational Leadership styles are two leadership theories that encourage healthy and close leader-follower relationship. “LMX theory is unique because it is the only leadership approach that makes the concept of the dyadic relationship the centerpiece of the leadership process. Other approaches emphasize the characteristics of leaders, followers, contexts, or a combination of these, but none of them addresses the specific relationships between the leader and each follower” (Northouse, 2016 p.145). Its other exceptional feature is the priority it lays on the development of the followers. While many other leadership styles are more of give and take (transactional) in their approach, the MLX is more on building relationship and atmosphere of respect and trust.        Similarly, in terms of prioritizing the needs of the followers, the transformational theory has many things in common with MLX. As the name implies, a transformational leader goes out of his way to attend to the needs of his followers. “It is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings.” (Northouse, 2016 p. 160). The approach ensures that a leader is fully involved in his followers’ struggles.

Leader-Member Exchange and Transformational leadership approaches are very useful tools that unite leaders and followers, and allow a free-flow communication; establishes mutual trust; and maintain a high level of respect between a leader and his subordinates. Having taking the questionnaires that follow the studies of the two approaches, it is worthy of note to say they gave me a clear picture of my leadership qualities.

From my responses to the LMX 7 Questionnaire, using the survey to measure my relationships that exist between me and my leader s in different spheres of life, I found myself scoring a very high grade 30 – 35. For instance, judging by the relationship which I naturally build and maintain with my leaders, I have discovered that I have a higher-quality leader-member relationship with them, which places me in the in-group member category. More often than not, I do know where I stand with my leaders. Without any doubt, my leaders always put me in the position of authority and delegate me to act on their behalf on several occasions, their actions towards me in this area confirm that my presence, commitment and skills are appreciated. They sometimes contact me for suggestions when making critical decisions to show that my ideas are also treasured by them. I am always confident that my leaders understand my problems and challenges; they know my strength and potentials; and are always ready to use their influence in solving any challenges I might...

The healthy feeling and reaction of my leaders towards me is a mutual one, as I am always ready to defend them even in their absence because my close relationships with them always give me the assurance of their true test of characters that is worth vouching for. So, from the MLX point of view, I can categorically state that I have the………………..
Evaluating my responses from the Multifactor Leadership Questionnaire (Mlq) Form 5x-Short questionnaire, I can deduce that I have high traits of transformational leadership style. Judging by my disposition towards group projects, I always put the overall interest of the group above mine. When working with others in a group assignment, my topmost priority is to ensure those on board with me in carrying out the project have their needs catered for before my personal needs. Also, I hardly take decision without taking the ethical and moral consequences of the decisions into full consideration; I am very optismistic about the future; and help others discover their potentials and achieve their goals; and I hardly keep records of past mistakes, I hardly get offended by people’s actions, and I forgive easily without keeping tracks of past mistakes because I don’t expect perfection from those within my circle of influence. 

However, despite scoring high in the two questionnaires, I found it surprising to discover that I score low in the intellectual stimulation area of transformational leadership approach. Up until I took the survey, I had always thought I was a highly inquisitive person. However, my response in this area clearly showed that I hardly reexamine the appropriateness and correctness of critical assumptions and general beliefs before accepting or conforming to them. 

Judging from their philosophies and approaches, the MLX and transformational leadership styles have positive characteristics that can greatly impact a leader-follower relationship. For instance, MLX which is dyadic in nature allows leaders and subordinates build mutual trust, respect, cooperation and understanding that will foster a healthy working relationship between them. In the same vein, the transformational leadership which is also a leader-subordinate oriented, emphasizes the needs for leader to stand in the gap for the led; channel a worthy cause for them; give them a deep sense of belonging; and above all, help them to reach their full potential. These two approaches are transformational and dyadic just as their names imply, their altruistic characteristics are classic illustration of leadership approaches needed by leaders to build an enabling environment for their subordinates. 

Personally, these two leadership styles come with traits strong enough to convince me that the true definition of leadership position must not be built on self aggrandizement but rather to…