Kellie Boudreaux
CMCN 301
Case Study #7

1. The Leader-Member Exchange Theory (LMX) is one that I find to be the most applicable to leadership in the workplace. LMX theory says that leadership is based on interactions between leaders and followers, and that effective leadership comes from a vertical relationship between the leader and the follower (PSU WC, L.8). These vertical relationships are described as the in-groups and the out-groups. In-group members go above and beyond the job description. They receive more confidence and concern from leaders and their responsibilities are more open ended (Northouse, 2013). The out-group members come to work, do their job and go home. They do not strive to build their responsibilities, but are happy doing what’s expected of them. In my past work experiences, this trend rang true. As I was completing this week’s lesson, I could picture vividly in my mind those I have worked with in the past that have been a part of the in-group and those in the out-group. I have worked an array of jobs; I was a cook/waiter at a small diner, an intern at a facility manager’s office, and an intern for a construction contractor. While working for all of these employers, it was easy to see those who were a part of the in-group and out-group. I think the biggest takeaway from these experiences was that those in the in-group were usually there because of their interest in the job. To create the relationship needed with the in-group, the follower must be committed and passionate about the work. While working at the diner, I started out very strong. I always picked up extra work and did everything I could to get into the in-group with my boss. But as time carried on, I became less interested because I wasn’t really passionate about food service. In my later jobs, all-dealing with construction, I have been able to sustain that push to gain the in-group relationship. I’m willing to pick up extra responsibilities because I know it will ultimately push my career forward. I am passionate about construction and plan on working in construction/engineering for the rest of my life; therefore I am willing to do what it takes to become apart of the in-group. I think that this example is why LMX theory can be tied to job performance. Not only is it a gauge of the relationship between leader and follower but also follower and work. (Words 402)

2. The Leader-Member Exchange Theory first emerged in the 1970s. It focuses on the relationship that develops between managers and members of their teams. The theory states that all relationships between managers and subordinates go through three stages. These are: Role-Taking, Role-Making, and "Routinization." Role-taking occurs when team members first join the group. Managers use this time to assess new members' skills and abilities. Role-Making is where new team members then begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role. The theory says that, during this stage, managers sort new team members into one of two groups. In-Group, if team members prove themselves loyal, trustworthy and skilled, they're put into the In-Group. This group is made up of the team members that the manager trusts the most. Managers give this group most of their attention, providing challenging and interesting work, and offering opportunities for additional training and advancement. This group also gets more one-to-one time with the manager. Often, people in this group have a similar personality and work-ethic to their manager. The other group; Out-Group, if team members betray the trust of the manager, or prove that they're unmotivated or incompetent, they're put into the Out-Group. This group's work is often restricted and unchallenging. Out-Group members tend to have less access to the manager, and often don't receive opportunities