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L M X .


There are many ways to complete the sentence….

Leadership is

L M X .org . • As soon as we try to define leadership.righTrack. L E A D E R S H I P Leadership is … • There are almost as many different definitions of leadership as there are people who have tried to define it. we discover that leadership has many different meanings. www.

some define leadership in terms of the power relationship that exists between leaders and followers. leaders have power that they wield to effect change in others.righTrack. www. From this .L M X . Another school of thought addresses leadership from a skills perspective which stresses the capabilities (knowledge and skills) that make effective leadership possible. Other approaches to leadership define it as an act or behavior. In addition. Others view leadership as transformational process that moves followers to accomplish more than is usually expected of them. L E A D E R S H I P Leadership is … Some researchers have approached leadership from a personality perspective which suggests that leadership is a combination of special traits or characteristics that some individual possess.the things leaders do to bring about change in a group. . www. L E A D E R S H I P LMX Leader-Member Exchange Theory Leader L M X Follower LMX Theory takes an altogether different approach and conceptualizes leadership as a process that is centred on the interactions between leaders and followers.L M X .

followers. organizations stand to gain much more from having leaders who can create good working relationships. creativity. L E A D E R S H I P LMX and organizational effectiveness… Studies have shown that the quality of leader-memberexchange is related to positive outcomes for leaders.L M X . www. In .righTrack. The high quality LMXs has also been found to be directly associated with feelings of energy. groups. and the organization in general. empowerment and greater involvement in work.

righTrack. The Partnership phase . L E A D E R S H I P LMX at Leadership Making… from the LMX viewpoint. The Stranger Phase 2. The Acquaintance phase 3. leadership making develops progressively over time in three phases: 1.L M X .

Leaders and subordinates relate to each other within prescribed organization roles. L E A D E R S H I P LMX at Leadership Making… 1. www.L M X . However. The subordinates usually complies with the formal leader and respect him/her due to his hierarchical position. The Stranger Phase At this phase LMXs are generally rule bound. relying heavily on contractual . his/her motives are directed toward self-interest rather than toward the good of the group.

The Acquaintance Phase This phase begins with the LMXs shifting away from interactions which are strictly governed by job descriptions. It is a testing period for both the leader and the subordinate in order to develop more trust and respect for each other.L M X . The leader/member are open to sharing more information and resources for career-oriented social exchanges.righTrack. L E A D E R S H I P LMX at Leadership Making… 2. www. They also tend to focus less on their own self-interest and more on the purposes and goals of the .

Both of them experience a high degree of mutual trust. partnerships are transformational in that they assist leaders and followers in moving beyond their own self interests to accomplish the greater good of the team and the organization. There is high level of reciprocity between leaders and subordinates. L E A D E R S H I P LMX at Leadership Making… 3. leaders may rely on subordinates to do extra assignments and subordinates may rely on leaders for needed support and encouragement.righTrack. www. For example. Each affects and is affected by the other. In effect. and obligation toward each other. The Partnership Phase This phase is marked by high quality LMXs. In addition.L M X . respect. members may depend on each other for favors and special .

231 www. 6(2).org Phase-II Acquaintance Tested Mixed Medium Self & Other Phase-III Partner Negotiated Reciprocal High quality Group Scripted One way Low quality Self . Leadership Quarterly. L E A D E R S H I P Phases in Leadership Making… Phases in Leadership Making Phase-I Stranger Role Influence Exchanges Interests Progress of time Acknowledgement: Source: Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) by GB Graen and M.L M X .Uhi-Bien.righTrack. 1995.

20 of whom work for Sandhya. L E A D E R S H I P His team gets the best treatment… A case study in LMX… Sandhya Mittal directs the creative department of Hi-Media advertising agency. The agency has about 100 employees. Typically the agency maintains 10 major accounts and a number of smaller accounts. Gauri. an art director. In the creative department there are four major account teams. Anurag and his team get along really well with Sandhya and they have done excellent work for their clients at the agency. each team has a copywriter. Contd…… Adapted from Leadership by Peter G Northouse.L M X . she often uses the work of Anurag’s team. Of all the teams.righTrack. Each is led by an associate creative director. As a result. and a production artist. In addition. Anurag and his team members are comfortable in confiding in Sandhya and she in them. 5th edition. p. These four account teams are headed by Anurag. Anurag’s team is the most creative and talented and the most willing to go the extra mile for . who reports directly to Sandhya.159 www. when Sandhya has to showcase accounts to upper management. It has a reputation for being one of the best advertising and public relations agencies in the country. Manav and Supriya.

L E A D E R S H I P His team gets the best treatment… A case study in LMX… Sandhya is not afraid to allocate extra resources to Anurag’s team or to give them free rein on their accounts because they always come through for her. whereas Anurag’s group was praised for developing a very provocative campaign. Contd…… www. Gauri feels that Anurag’s team is Sandhya’s pet. They get the best assignments. Manav is also concerned that his team is not in the inner circle. accounts and budgets. For . Gauri finds it hard to hold back the animosity she feels toward Supriya. For example. close to Sandhya. Manav is mystified as to why Sandhya doesn’t notice his team or try to help it with its work. She feels that Sandhya is not fair because she favorus Anurag’s team. Gauri’s team was counselled out of pursuing an ad-campaign because the campaign was too risky.L M X . whenever additional people are assigned to team projects. He feels Sandhya undervalues his team but Manav believes the quality of his team’s work is indisputable. Gauri’s team also performs well. but she is unhappy with how Sandhya treats her team. He has noticed repeatedly that Sandhya favors the other teams. Like Gauri. it is always the other teams who get the best writers and art directors.

Therefore. She thinks being in Sandhya’s inner circle would entail putting in extra time in the evening or on weekends and would create more problems for Supriya. Supriya views her team and its work more as a nuts-and-bolts operation in which the team is given an assignment and carries it out. 3. and nothing seems to bother her. and she has little interest in trying to change the way the department works. what should she do differently? 4. Where would you place the quality of LMX occurring between Sandhya and her different subordinates. Attempt the following: 1. Supriya has worked for the agency for nearly 10 years. she does not feel any antagonism abut Sandhya’s leadership. In what ways Sandhya’s leadership with the four groups productive or counterproductive to the overall goals of the company. what observations would you make about Sandhya’s leadership at Hi-Media. www. L E A D E R S H I P His team gets the best treatment… A case study in LMX… Although Supriya agrees with some of Manav’s & Gauri’s observations about Sandhya. Her account teams have never been earth-shaking but they have never been problematic either. . Based on LMX Theory.L M X . Supriya is happy with her role as it is. do you think Sandhya should change her approach toward the associate directors? If so.

let me know if you like this He has been the President of Toastmasters Club of New Delhi (to know more about toastmasters pl. Sales.tmnd. Pl. He is the lead trainer at RighTrack Creative Foundation. Keihin and also an active member of Coach Leadership Centre. SK Engg. front line sales force. young managers & executives..righTrack. His programs are designed around E3: Engage. visit www. Ashok Leyland. Teva Pharmaceuticals. His “Heart before Head” approach sets him apart and generates significant breakthroughs. Energize & Educate. New Delhi His powerful LD Workshops are: Lead from the Front 3D Leadership Leadership 20:20 You can call him on 09891358681 Or access him at roshansuhail@gmail. HR & Training. Roshan Suhail A young and dynamic speaker with more than 3000 hrs of training . To know more about RighTrack. INTEX Frankfinn and a number of management institutions. Roshan has developed a deep understanding of human behaviour and it’s corporate relevance through his 10 years of rich experience in Education. Roshan specializes in energizing the young audience like management students. YKK. Marketing. His client list include leading organizations like DLF. visit www. He has been conducting programs on Leadership/Managerial Effectiveness Motivational/Team building and Cooperative Communication for the past 6 years.