Leader-Member Exchange Model slideshare

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Leader-Member Exchange Model

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• Introduction
• Leadership-member exchange model is also known as
  the vertical Dyad linkage theory.
• Explores managers and leaders relationship with
  the team members
• Outcome of the relationship in terms of growth or
  failure

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• Three Relationships Between Managers And
  Subordinates
• Role taking - managers assess the abilities of
  the team members.
• Role making - managers groups the teams into two
  in-group and the out-group.
• Routine stage - managers establish the routines
  to be observed by the team members.
• Concept of in-group and out-group is that the
  managers are aligned more to the in-group than
  the out-group.

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• Case 1 In-group
• Mr. Anderson was a member of the financial team.
• Active in filling daily reports with the managers
• Won the trust of the managers and became a friend
  of the manager.
• Got challenging tasks, which sharpened his
  skills.
• Elevated to the in- group of the manager
• Became the head of his team.
• Started receiving increased attention and diverse
  opportunities from the manager

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• Case 2Out-group
• Catherine was actively engaged in relaying
  information to the managers about the progress of
  the teams projects.
• Endeared Catherine to the manager.
• Problem was she engaged in gossip with other
  members.
• Made her lose the trust of the manager.
• Her work became restricted and would stay for
  long without being motivated by the manager.

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• Differences between in-groups and out-groups
• In-group members maintain healthy relations with
  their managers.
• Highly motivated
• Given responsibilities of the highest level
• Engage in decision making with the managers
• Have a greater access to resources
• Loyal and committed to their leaders
• Focused to the task objectives.

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• Out- group members given low responsibilities
• Never motivated
• Not entrusted with any sensitive jobs.
• Access to resources is limited.
• Never given support from management.
• Get never challenging jobs.
• Does not receive opportunities like training and
  development

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• Task Related Performance Factors
• In-group members shown how to conduct their
  affairs with the view to enhancing their personal
  growth.
• Taken for training in different seminars
• Given additional responsibilities.
• Managers have to consider aggregate production
  from the entire team members.

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• Leaders Relations With His Followers
• Relationship between the leaders and the members
  is dependent on either trust or criticism.
• Leaders who deliver are those who integrate the
  workers and initiate new structures.
• Leaders relation with the workers should be
  based on the job and merit of performance.
• Leader should use different motivational
  abilities with the view to motivate all the
  employees in an organization.

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• Visionary leader identify the out-group and the
  in-groups in an organization.
• Analyzing these groups helps a good leader to
  locate and fix the problem of the out-group.
• Leader should look for what may motivate the
  out-group members.
• Provision of training and development is crucial.
• Equal opportunity should be given to all the
  workers.
• Goal setting and task allocation can improve the
  working environment.
• Encourage interactions and improve the rapport
  between the management and the workers.

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• For more information on
• Leader-Member Exchange Model
• visit
• www.essayshelpservice.com/