civil air patrol professional development

Civil Air PatrolCivil Air PatrolProfessional DevelopmentProfessional Development

Kenneth G. BishopKenneth G. BishopMajor, CAPMajor, CAP

Professional DevelopmentProfessional Development

Leader Member ExchangeLeader Member ExchangeTheoryTheory

Taken from:Taken from: Peter G. Northouse, Peter G. Northouse, Leadership: Theory and Leadership: Theory and

PracticePractice (3rd edition) Thousand Oaks, (3rd edition) Thousand Oaks, California: SAGE Publications, 2004, 343 California: SAGE Publications, 2004, 343 pages. pages.


Do you know where you stand with Do you know where you stand with the Commander of your CAP Unit? the Commander of your CAP Unit? Do you usually know how satisfied Do you usually know how satisfied the Commander is with what you do?the Commander is with what you do? 1: Rarely1: Rarely 2: Occasionally2: Occasionally 3: Sometimes3: Sometimes 4: Fairly Often4: Fairly Often 5: Very Often5: Very Often


How well does the Commander How well does the Commander understand your problems and understand your problems and needs as a CAP volunteer member?needs as a CAP volunteer member? 1: Not a bit 1: Not a bit 2: A little2: A little 3: A fair amount3: A fair amount 4: Quite a bit4: Quite a bit 5: A great deal5: A great deal


How well does the Commander How well does the Commander recognize your potential?recognize your potential? 1: Not at all1: Not at all 2: A little2: A little 3: Moderately3: Moderately 4: Mostly4: Mostly 5: Fully5: Fully


Regardless of how much formal Regardless of how much formal authority he or she has, what are the authority he or she has, what are the chances that your Commander would chances that your Commander would use his or her power to help you solve use his or her power to help you solve problems in your CAP work?problems in your CAP work? 1: None1: None 2: A little2: A little 3: Moderate3: Moderate 4: Mostly4: Mostly 5: Fully5: Fully


Regardless of how much formal Regardless of how much formal authority he or she has, what are the authority he or she has, what are the chances that your Commander would chances that your Commander would intercede at his or her expense?intercede at his or her expense? 1: None1: None 2: A little2: A little 3: Moderate3: Moderate 4: Mostly4: Mostly 5: Fully5: Fully


I have enough confidence in the I have enough confidence in the Commander that I would defend Commander that I would defend and justify his/her decision if and justify his/her decision if he/she were not present to do so?he/she were not present to do so? 1: Strongly disagree1: Strongly disagree 2: Disagree2: Disagree 3: Neutral3: Neutral 4: Agree4: Agree 5: Strongly agree5: Strongly agree


How would you characterize your How would you characterize your working relationship with the working relationship with the Commander?Commander? 1: Extremely ineffective1: Extremely ineffective 2: Worse than average2: Worse than average 3: Average3: Average 4: Better than average4: Better than average 5: Extremely effective5: Extremely effective


Leader Member Exchange (LMX) Leader Member Exchange (LMX) Theory first appeared in the academic Theory first appeared in the academic literature as Vertical Dyad Linkage literature as Vertical Dyad Linkage (VDL) Theory in:(VDL) Theory in:

Dansereau, Graen and Haga; Dansereau, Graen and Haga; A A Vertical Dyad Linkage Approach to Vertical Dyad Linkage Approach to Leadership in Formal OrganizationsLeadership in Formal Organizations; ; Organizational Behavior and Human Organizational Behavior and Human PerformancePerformance; 1975; 13; pages 46-78.; 1975; 13; pages 46-78.


Prior to LMX or VDL Theory, Prior to LMX or VDL Theory, academic studies assumed academic studies assumed “leadership” was how one person “leadership” was how one person [leader] influenced the actions of [leader] influenced the actions of another/ others [follower(s)] in a another/ others [follower(s)] in a collective way using the same or an collective way using the same or an “average” style.“average” style.


In VDL Theory, academic studies In VDL Theory, academic studies identified two types of linkages or identified two types of linkages or relationships:relationships:In-Group: based upon expanded In-Group: based upon expanded

or negotiated role or negotiated role responsibilities.responsibilities.

Out-Group: based upon pre-Out-Group: based upon pre-defined or formal role defined or formal role responsibilities. responsibilities.


Negotiations involve exchanges in Negotiations involve exchanges in which subordinates perform which subordinates perform activities that go beyond their activities that go beyond their formal job responsibilities. formal job responsibilities. If yes, then In-GroupIf yes, then In-GroupIf no, then Out-GroupIf no, then Out-Group


Research shows that high-quality LMX Research shows that high-quality LMX yields: yields: For the subordinate:For the subordinate:

Better employee retentionBetter employee retentionBetter job performance evaluationsBetter job performance evaluationsQuicker / more frequent promotionsQuicker / more frequent promotionsGreater organizational commitmentGreater organizational commitment

For the superior:For the superior:More attention and support for More attention and support for

subordinatessubordinates


Leadership making is a perspective Leadership making is a perspective approach to leadership that emphasizes approach to leadership that emphasizes that a leader should develop high-that a leader should develop high-quality exchanges with all of his/her quality exchanges with all of his/her subordinates rather than just a few. It subordinates rather than just a few. It attempts to make every subordinate feel attempts to make every subordinate feel as if he/she is part of the in-group and, as if he/she is part of the in-group and, in doing so, eliminates the inequities in doing so, eliminates the inequities and negative implications of being part and negative implications of being part of an out-group.of an out-group.


Leadership Making phases:Leadership Making phases:StrangerStrangerAcquaintanceAcquaintancePartnerPartner


Leadership Making phases:Leadership Making phases:StrangerStranger

Roles: ScriptedRoles: ScriptedInfluences: One Way, from L to SInfluences: One Way, from L to SExchanges: Low QualityExchanges: Low QualityInterests: SelfInterests: Self

AcquaintanceAcquaintancePartnerPartner


Leadership Making phases:Leadership Making phases:StrangerStrangerAcquaintanceAcquaintance

Roles: TestedRoles: TestedInfluences: MixedInfluences: MixedExchanges: Medium QualityExchanges: Medium QualityInterests: Self / Other IndividualsInterests: Self / Other Individuals

PartnerPartner


Leadership Making phases:Leadership Making phases:StrangerStrangerAcquaintanceAcquaintancePartnerPartner

Roles: NegotiatedRoles: NegotiatedInfluences: Reciprocal, between L Influences: Reciprocal, between L

and Sand SExchanges: High QualityExchanges: High QualityInterests: GroupInterests: Group


LMX Strengths:LMX Strengths:Strong Descriptive Theory / Strong Descriptive Theory /

ModelModelImportance of CommunicationImportance of CommunicationConcentrates on Dyad Concentrates on Dyad Positive Organizational Outcomes Positive Organizational Outcomes


LMX Strengths:LMX Strengths:Strong Descriptive Theory / ModelStrong Descriptive Theory / ModelImportance of Communication Importance of Communication

characterized by:characterized by:Mutual TrustMutual TrustRespectRespectCommitmentCommitment

Concentrates on Dyad Concentrates on Dyad Positive Organizational OutcomesPositive Organizational Outcomes


LMX Strengths:LMX Strengths:Importance of Communication Importance of Communication

characterized by:characterized by:Mutual TrustMutual Trust

Holly H. Brower, F. David Schoorman and Holly H. Brower, F. David Schoorman and Hwee Hoon Tan, Hwee Hoon Tan, A Model of Relational A Model of Relational Leadership: The Integration of Trust Leadership: The Integration of Trust and Leader Member Exchangeand Leader Member Exchange, , Leadership QuarterlyLeadership Quarterly, 2000, Volume 11, , 2000, Volume 11, Number 2, pages 227-250.Number 2, pages 227-250.


LMX Strengths:LMX Strengths:Strong Descriptive Theory / ModelStrong Descriptive Theory / ModelImportance of CommunicationImportance of CommunicationConcentrates on Dyad versusConcentrates on Dyad versus

Characteristics of LeaderCharacteristics of LeaderCharacteristics of SubordinatesCharacteristics of SubordinatesContext of Leadership Situation Context of Leadership Situation

Positive Organizational OutcomesPositive Organizational Outcomes


LMX Strengths:LMX Strengths:Strong Descriptive Theory / ModelStrong Descriptive Theory / ModelImportance of CommunicationImportance of CommunicationConcentrates on Dyad versusConcentrates on Dyad versusPositive Organizational OutcomesPositive Organizational Outcomes

InnovationInnovationOrganizational Citizenship BehaviorOrganizational Citizenship BehaviorEmpowermentEmpowermentProcedural and Distributive Justice Procedural and Distributive Justice


LMX Strengths:LMX Strengths:Positive Organizational OutcomesPositive Organizational Outcomes

InnovationInnovationOrganizational Citizenship BehaviorOrganizational Citizenship Behavior

Yolanda B. Truckenbrodt, Yolanda B. Truckenbrodt, The The Relationship Between Leader-Member Relationship Between Leader-Member Exchange and Commitment and Exchange and Commitment and Organizational Citizenship BehaviorOrganizational Citizenship Behavior, , Acquisition Review QuarterlyAcquisition Review Quarterly, Summer , Summer 2000, pages 233-244.2000, pages 233-244.


LMX Weaknesses:LMX Weaknesses:Unfair; discriminatory to out-Unfair; discriminatory to out-

groupgroupNot fully developed theoryNot fully developed theoryMeasurement problemsMeasurement problemsNegative organizational Negative organizational

outcomesoutcomes


LMX Weaknesses:LMX Weaknesses:Unfair; discriminatory to out-groupUnfair; discriminatory to out-groupNot fully developed theoryNot fully developed theoryMeasurement problemsMeasurement problems

Scales lack content validityScales lack content validityUnidimensional versus multidimensionalUnidimensional versus multidimensional

Negative Organizational OutcomesNegative Organizational Outcomes


LMX Weaknesses:LMX Weaknesses:Measurement problemsMeasurement problems

Scales lack content validityScales lack content validityUnidimensional versus multidimensionalUnidimensional versus multidimensional

Robert C. Liden and John M. Maslyn, Robert C. Liden and John M. Maslyn, Multidimensionality of Leader-Member Multidimensionality of Leader-Member Exchange: An Empirical Assessment Exchange: An Empirical Assessment through Scale Developmentthrough Scale Development, , Journal of Journal of ManagementManagement, 1998, Volume 24, Number , 1998, Volume 24, Number 1, pages 43-72.1, pages 43-72.


LMX 7LMX 7Designed to measure:Designed to measure:

RespectRespectTrustTrustObligationObligation


LMX 7LMX 7Scored as follows:Scored as follows:

Very High: 30-35Very High: 30-35High: 25-29High: 25-29Moderate: 20-24Moderate: 20-24Low: 15-19Low: 15-19Very Low: 7-14Very Low: 7-14

Questions may be addressed to:Questions may be addressed to:

Kenneth G. BishopKenneth G. Bishop1736 Hammock Boulevard1736 Hammock Boulevard

Coconut Creek, Florida 33063Coconut Creek, Florida 33063(954) 972-5961(954) 972-5961

[email protected]@alumni.rutgers.edu

civil air patrol professional development

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