Using the Leader-Member Exchange Theory, discuss the dynamics between the leader and the in-group and out-group members. How does the in-group and out-group concept impact the leader-subordinate relationship?
Assignment 1: Discussion 1
In this module, you explored the difference between Transformational and Leader-Member Exchange Theories. In this assignment, you will examine the connections between the Leader-Member Exchange Theory and in-group and out-group linkages. You will analyze how the linkages and leadership style impact each other. Lastly, you will provide examples of two kinds of linkages from your current work environment.
Tasks:
Based on the readings and your research, in a minimum of 400 words, respond to the following points:
Using the Leader-Member Exchange Theory, discuss the dynamics between the leader and the in-group and out-group members. How does the in-group and out-group concept impact the leader-subordinate relationship?
Identify and describe examples of in-group and out-group roles within your current or previous organizations. How did the in-group and out-group dynamics impact the organization?
Articles:
Den, H., Deanne. N., & Belschak, F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97(1), 194–202. doi: 10.1037/a0024903. (ProQuest document ID) Retrieved from http://search.proquest.com.libproxy.edmc.edu/docview/884117273?accountid=34899
de Poel, F. M., Stoker, J. I., & van der Zee, K. I. (2012). Climate control? The relationship between leadership, climate for change, and work outcomes. International Journal Of Human Resource Management, 23(3), 694-713. doi:10.1080/09585192.2011.561228. Retrieved from http://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=auo&turl= http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=70230606&site=ehost-live
Rode, J. & Wang, P. (2010). Transformational leadership and follower creativity: The moderating effects of identification with leader and org
9 Transformational Leadership
DESCRIPTION
One of the current and most popular approaches to leadership that has been the focus of much research since the early 1980s is the transformational approach. Transformational leadership is part of the “New Leadership” paradigm (Bryman, 1992), which gives more attention to the charismatic and affective elements of leadership. In a content analysis of articles published in Leadership Quarterly, Lowe and Gardner (2001) found that one third of the research was about transformational or charismatic leadership. Similarly, Antonakis (2012) found that the number of papers and citations in the field have grown at an increasing rate, not only in traditional fields like management and social psychology, but in other disciplines such as nursing, education, and industrial engineering. Bass and Riggio (2006) suggested that transformational leadership’s popularity might be due to its emphasis on intrinsic motivation and follower development, which fits the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty. Clearly, many scholars are studying transformational leadership, and it occupies a central place in leadership research.
As its name implies, transformational leadership is a process that changes and tran
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