Platero, Ella Jane D.

| IV- BS Business Administration | BA 198 WFU ASSIGNMENT #6

His Team Gets the Best Assignments

The leader-member exchange theory’s focal point is the dyadic relationship between
leaders and followers. The researchers found two general types of relationships: (1) in-group,
which are based on negotiated role responsibilities, and (2) out-group which are based on the
formal employment contract. In an organizational work setting, followers will become part of the
in-group or out-group based on how well the followers work with the leader and vice versa.
Leaders should find ways to build trust with all their followers to be able to make the entire work
unit an in-group. Moreover, a group of researchers also suggested that leadership making
develops through time in three different phases: (1) the stranger phase wherein the interactions
of the leader and follower are rule-bound which the exchange quality is low, (2) the
acquaintance phase involves sharing more resources, personal, and work-related information,
and (3) the partnership phase wherein leaders and followers are now tied together in productive
ways which have now a high-quality of exchanges, and the interests are now directed in
achieving goals as a group (Northouse, 2016).
In the case, it is clear that Carly has different relationships and leadership approaches
with the four different associate directors. First, Jack’s team is the most willing to go an extra
mile for Carly. Thus, Carly is willing to go an extra mile for the team. This relationship is clearly
in Phase 3 (partnership phase) because they have negotiated roles, they have easily
communicated, and their interest is for the group. In addition, it is obvious that Jack’s team is in
the in-group since their relationship with Carly is marked by mutual trust and reciprocal
influence. Second, Sarah’s team simply carries out the assigned tasks and Sarah is happy with
her role and clearly does not want to be a part of the in-group. Carly and Sarah’s team has
low-quality exchanges and their relationship is based only on the formal employment contract.
Thus, their relationship is still in Phase 1 (stranger phase). On the other hand, Terri and Julie’s
team are in the out-group team but struggles to be part of the in-group since they are unhappy
with the “​favoritism” o​ f Carly and tries really hard to be part of the in-group. Also, Carly’s
relationship with both teams can be considered to be in Phase 2, the acquaintance phase, since
their interest is both with themselves and the team and they have medium quality exchanges.
Carly’s relationship with Jack’s team is no doubt productive as they have high-quality
exchange and produces quality output. Meanwhile, Sarah’s team is also somewhat productive
from an organizational viewpoint but not as productive as Jack’s team since as stated in the
case, the team can perform given assignments with no problems. On the other hand, Terri and
Julie’s team are counter-productive since both are unhappy and uncomfortable with Carly’s
unfavorable treatment and this can negatively affect the teams’ productivity.
I do believe that Carly should change her approach toward the associate directors. First,
Carly must build trust and respect with all her followers to make the entire work unit an in-group
and progress in Phase 3 which is the partnership phase. Second, she can further build more
trusting and effective relationships with all her employees by listening and communicating more
with them especially with Sarah, Terri, and Julie’s team. Since communication is a vehicle
through which leaders and followers create and sustain high-quality and strong leader-member
exchanges (Northouse, 2016). From here, it can help employees solve problems efficiently and
further advance and achieve the goals of the organization.