Organizational Characterization And Social Exchange Theories

Fiman that took a sample of female clerical and secreterial workers and their office managers within a corporate headquarters of a lage retail organization (Fiman, 1973, pg. 99). My findings support Mackey's arugument of how positive behavior reinforcement by leadership can influence the attitude and outcome of employee performance. Researcher G. Fiman found that there were strong assoications between supervisory characteristics and the level of subordinate satisfaction. Subordinates that perceive their supervisor to possess a Theory Y attitude tend to have a higher level of satisfaction (Fiman, 1973, pg.

Similarly, middle managers exhibit transactional and transformational leadership characteristics towards their subordinates even though they report to the supervisor. Middle managers may display transactional leadership behaviors by actively monitoring the subordinates performance for any deviation from the guidelines and processes and makes corrections promptly (Bass,1990). These same middle managers may display transformational leadership behaviors by setting goals to challenge subordinates and empowering them by offering words of encouragement to instill confidence in them (Harms & Credé,

Jamestown is thought by most of to be the first colony in the New World but this is not the complete truth. Jamestown is considered our first successful colony; however it was not the first attempt at a colony. There were a few attempts to colonize the New World before Jamestown and one in particular that was the most mysterious is the Roanoke colony, also known as the Lost Colony. The colony got this name because the colonists that were there vanished mysteriously with no trace of what happened.

The Jake’s Pet Land case study is an example of leadership and follower situations, highlighting the key points of each role within an organization. This case is a study on how the leader-member exchange (LMX) impacts the outcomes of workplaces. According to Daft, LMX is individualized leader model that explores how the relationship between leader and follower develops over time and how the quality of the exchange relationship affects outcomes (Daft, 2015, p. 54). The LMX in many cases is the foundation an organization is built upon, because of this comes a great understanding between management and subordinates. There is a massive difference between being a manager and an effective leader, and throughout Jake’s Pet Land case study this notion is very evident.

Leader-member exchange (LMX) theory, and distributive leadership theory are new leadership theories. LMX focuses on the relationship of the leader and the follower and how this impacts individual and organizational performance (Duncan & Herrera, 2014). Distributive leadership theory promoted sharing leadership across teams and locations by driving cross-functional alignment to common organizational strategy and goals (Jones, Lefoe, Harvey, & Ryland, 2012). This paper compares and contrasts distributive leadership and leader-member exchange methods, reviews both in relation to large multinational corporations as well as small businesses, and implications for diverse organizations to consider when adopting LMX and distributed leadership.

People can have all kinds of animals as pets nowadays. One of these possibilities among the unusual ones is the red-eared slider turtle, Trachemys scripta elegans. This turtle is considered one of the most voracious invasive species in the world, and virtually already occur in all continents due to artificial introduction made by pet owners who irresponsibly release their turtles in the natural environment. Illegal trade, unregistered pets and weak laws and/or inspection contribute to the success of its introduction.

The LMX theory helps the employer in deciding whether a strong or weak relation is present with the employees. For instance, if there are a lot of out-groups present it reflects the bad leadership qualities of the employer. This theory enables the employer to identify the bad relations and work upon them to ensure that they are made positive and helpful towards the firms ultimate goals.

Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory.

The study of LMX has been theoretically based on the premise that leaders form different quality of relationships among their subordinates (Liden et al., 2006). For instance, the different quality of LMX created by leaders’ implementation of a social exchange framework is founded on the LMX role-making model (Graen & Cashman, 1975; Graen & Uhl-Bien, 1995). Leaders have strong motivations to establish the range of varying quality relationships because leaders’ have time constraints. Therefore, leaders develop from lower to higher quality relationship with their subordinates quickly (Liden & Graen, 1980; Bauer & Gree, 1996; Liden et al., 1993). Previous research findings show the positive relationships between the quality of LMX and subordinates’ performance such as task performance, job satisfaction, and organization citizenship behaviors (Gerstner & Day,1997; Ilies, Nahrgang, & Morgeson, 2007; Zhang, Wang, & Shi, 2012). Additionally, high quality of LMX, in turn, influence on multilevel outcomes including subordinates, leaders themselves, group, and organizational performance outcomes (Liden et al., 2006, Henderson et al., 2008, Wilson et al., 2010).

LMX deals with the ways in which the leader-subordinate relationship affects the leadership process. The relationship between the leader-subordinate pair, which is referred to as a dyad, is considered separately for each pair, because leaders behave differently with each subordinate.

V , 2008). Leaders can emerge within a group and it may not always be the manager, as some people are natural leaders and lead the group in a certain direction due to their specific talents. However, as Robert House, 1968, said “it is found that leadership training can have undesirable consequences for group cohesiveness, superior-subordinate relations, intergroup relations & the formal authority system.” A manager is known to be someone that everyone must obey where as following a leader is through choice. Managers may have obtained their position through time or loyalty to the company and not for their leadership skills. “Organizational environments are becoming increasingly complex, dynamic and interdependent. As it is difficult for managers to detect, interpret and handle these challenges all by themselves, employees have been recognized as an invaluable source of comments and suggestions for addressing and solving work critical problems and issues.” (Gao, L, Janssen, O, Shi, K. 2011). As a manager has many different managerial functions these can be dispatched amongst employees, the workload is therefore shared amongst employees and a shared responsibility of meeting performance targets, showing that you do not need managers to produce good management.

Abstract: The objectives of this paper is to: (I) examine the underlying issues of poor performers in organizations and to better understand the causal relationship between leadership style and subordinate performance; (ii) to explore the perceptions of how bosses and subordinates mutually influence each other 's behavior; and (iii) it is intended to heighten the readers’ awareness on some of the issues and problems that can cause poor performance. The

Leadership development in organisations is a high-profile activity. It often focuses on senior or ‘elite’ staff; it frequently comprises a key element in competitive strategy (Becker and Huselid, 1998 citied in Mabey, 2013). It means that managers need to be developed to help achieve the goal of management in organisation. This proposal is required to develop a leadership and management development programme for the top 30 managers across the globe in Bayer HealthCare Ltd. Rosinski (2010) noted that the effective integration of the employee into the organisational culture is now a key requirement of employers both nationally and on the global stage. It will focus on leadership and development into the global Pharmaceutical Company, Bayer HealthCare Ltd., which its commercial market link to more than 100 countries such as USA, Europe and Asia. The proposal begins with an explanation of the role of leadership and management development in organisations. Emphasizing the key features of the leadership and management development programme base on discuss the whole leaning strategy of programme. It conclude by suggesting that the value in refocusing leadership development and its evaluation with sustainability professional development of leaders and managers.

“Research has also shown that the key relationship in the workplace is between an individual employee and their immediate line manager and that it is the line manager who has the greatest impact on the motivation and performance of employees”.("Workplace Snippets | Workplace Stress Tops Absence League | Acas").

Organisation usually develops standard behaviour settings that differentiate its members from other organisations. Organisational Culture (O.C) is defined as fundamental design of values and hypothesis that manage how employees in an organisation behave when dealing with complications and prospects thus forming a basis of socio-psychological atmosphere in an organisation. These Standards pave the way for social and conceptual environment of an organization. It is centred on mutual outlooks, principles, duties, and recorded and unrecorded guidelines established over time and are reflected in the organisation’s activities. (Smith & Dugan, 1996).Original Values and beliefs are guidelines which function underneath the