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Reply to question received in my discussion on Path-Goal and Leader-Member Excha
Reply to question received in my discussion on Path-Goal and Leader-Member Exchange Approaches to Leadership
Hey there, I received a question from my professor regarding the discussion that I posted. Please see below:
Q1- Thank you for your post giving us your views on these issues.
One area of concern with this approach is that building strong individual relationships becomes difficult with large teams.
What are your thoughts?
please read the discussion below, and make reply to these question.
Please separate the answer on a separate file.
Word limit: 300.
Important:
Please note that it is important to include sufficient references in the work and ensure zero plagiarism.
Path-Goal and Leader-Member Exchange Approaches to Leadership
Equipped with the knowledge of path-goal theory and leader-member exchange (LMX) theory concepts, I will dive into their implications from a leader’s and an employee’s point of view. As I ponder my experiences and observations in organizational settings, I come to appreciate the importance of being well acquainted with these theories to positively influence the relationship between leaders and subordinates. The discovery in me propels me to re-examine my roles, expectations, and interactions in my place of work, thereby sparking insights that influence my role as both an employee and a potential leader.
Applying the leader-member exchange (LMX) theory as a worker within an organization offers diverse views on the dynamics of leadership relations and their effects on my experience in the workplace. LMX is essential in changing my interaction with leaders and the general working environment. Firstly, from an employee perspective, the LMX evaluates the role played by the quality of a person’s relationship with his or her leaders to access valuable resources and support in the organization (Northouse, 2022). This concept concentrates on the beliefs of “in-group,” where employees feel trust and support. While communicating with the leader, the small group of workers experience greater satisfaction, better performance, and motivation. With such a realization, I now strive to strengthen my connection with my leader by exhibiting competence, reliability, and proactiveness that can lead to trustworthiness and respect.
Further, this information raises my awareness of leadership as a hierarchical approach to the exchange process. I realized that my relationship with my leader depended not only on formal positions but was also shaped by personal attributes, communication styles, and mutual perceptions (Farhan, 2018). As a result, I now pay more attention to the quality of my interactions with my leader, seeking to bring our communication to mutual understanding, openness, and teamwork. Besides, I am more aware of the benefits of being part of an “in-group” because it allows me to develop connections and relationships, providing valuable resources, developmental opportunities, and satisfaction at work. This motivation allows me to interact with my leader formally, look for suggestions, and aspire to achieve the collective goals of having closer bonds with my fellow workers and being included in the “in-group.”
As a leader of the organization, the lessons learned from applying the Leader-Member Exchange (LMX) Theory have significant meaning for my leadership approach. The role that developing high-level communication relationships with team members plays in improving organizational effectiveness is evident to me. I am now determined to practice an inclusive and supportive leadership style. I will focus on building a trusting, mutually respectful, and open communication environment with all team members. I appreciate that when generating productive interactions and acknowledging each team member’s distinct contribution, I will create a harmonious and motivated workforce, leading to higher job satisfaction, increased productivity, and organizational results (Martin et al., 2023). Thus, I engage in relational activities such as initiating support and development opportunities and enforcing employee inclusion and collaboration.
Being among the “in-groups” as an employee is a highly profitable factor. As Northouse (2018) notes, in-group employees usually have better access to resources, support, and opportunities for professional development and genuine growth. Typically, this group of employees receives more feedback, autonomy, and more challenging assignments that, in turn, improve their job satisfaction, motivation, and commitment to the organization. Additionally, being part of the in-group fosters a sense of belonging and companionship among employees, improving their overall welfare and engagement in their work.
For the organization, high-quality leader-member exchanges characterized by strong relationships and trust yield numerous benefits. Farhan’s (2018) study indicates that these organizations have better communication, collaboration, and innovation, which is evident in higher levels of performance and productivity. Furthermore, a prevailing organizational culture perceived to be supportive and friendly in leader-member relations promotes staff retention, reduces turnover, and contributes to the organization’s sustainability. Thus, exploring the ramifications of the LMX theory enlightens both employees and leaders in the organization. Leaders who understand the value of high-quality leader-member exchanges can aim to develop strong relationships, trust, and collaboration by promoting cooperation.
References
Farhan, B. Y. (2018). Application of Path-Goal Leadership Theory and Learning Theory in a Learning Organization. Journal of Applied Business Research (JABR), 34(1), 13–22. https://doi.org/10.19030/jabr.v34i1.10088
Martin, R., Ono, M., Legood, A., Dello Russo, S., & Thomas, G. (2023). Leader-member exchange (LMX) quality and follower well-being: A daily diary study. Journal of Occupational Health Psychology, 28(2), 103–116. https://doi.org/10.1037/ocp0000346
Northouse, P. (2022). Leadership: Theory and Practice (9th ed.). Sage Publications.
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