Leadership-Member Exchange (LMX) Theory takes a different approach than many other leadership theories. It speaks to the relationship subordinates have with their leader, or PM. The relationship quality is shown in the respect, obligation and trust of each person. In this theory, leaders form two main types of relationships with groups of people, the in-group and the out-group. As you may be able to guess, the in-group is favored by architects in Michigan, and therefore, are granted better opportunities at work and will learn more on the job because of steady attention by the PM. The out-group has a harder time working up the ladder because they will not receive as many opportunities from their PM because of past instances which lead them to be a part or the out-group. It may be a lack of trust, or a disagreement with the PM that lands a person in the out-group. When a new person is introduced to the team, he or she will be assessed by the PM. Following that, architects in Michigan will be placed in one of the two groups in the PM’s mind. But the actions of the employees also dictate which group they fall into, not just the PM’s preference. If a new employee comes in and makes no effort to make relationships with not only the PM, but also fellow peers, he will end up in the out-group, without the PM even dictating it, not all blame for being placed in the out-group falls on the person in charge. LMX 7 is a questionnaire developed for this theory where it asks people to rate their relationship with the leader or a subordinate and based on their score, they are classified as the in-group or the out-group. This questionnaire is used for research purposes but can also be eye-opening architects in Michigan, team members and their PM to take a look at the relationship between each person. This theory is evident in any work place. Many Architects in Michigan can see these two groups in their own work environment. It can also create a social tension and wreck a productive atmosphere when one group feels less valued than the next. However, this theory fails to show the key attributes for how the higher quality relationships are attained by some of the team members and not others.
Great Persons Theory of Leadership, from the 19th century, focuses on the idea that great leaders are born with specific attributes, not made. Specific traits inherited by these great leaders set them apart from others and are the reason for their accomplishments and sense of authority. All great leaders who are architects in Michigan have these traits, no matter what period of time a person lived or where in the world they made these accomplishments of leadership. This theory was the foundation for the trait theory. The issue presented with this theory is that if a person is not a natural born leader, there is no hope of her ever becoming a great one. If this theory is the law, people would not improve in their leadership roles, a PM that is not a great leader would never become a better one because they only have specific inherited traits and their mixture was not the lottery pick for leadership. This theory goes against others that include ways for people to assess their leadership, assuming that person will get his assessment and then try to improve areas of lacking leadership. In an office environment, this theory may drive workers to be less motivated because they are not confident thy have the right traits to become the next PM, or move up in other ways. Some architects in Michigan are born to be great leaders, but others work hard to become those leaders.
Diving into each theory, a person can see how each one could be accurate. A person can most likely apply each to their own leadership style to test them out. Leadership is important in the workplace, but also critical in everyday life. Being able to voice opinions, lead people to the best solutions, motivate others to do their best and have the confidence to achieve their goals and dreams has a magnitude of power and the people surrounding themselves with people who have leadership qualities will be better because of it. Leadership in the workplace is essential for successful Architects in Michigan. The leadership theory that promises the best results in a professional office is the Path Goal Theory. What better way to test a person’s leadership ability, than assessing their subordinates? The goal of leadership is to be able to influence, lead and motivate followers. It could be argued, the more successful followers a person has, the better a leader they must be. If a leader is making even more leaders out of their followers, that would be the best outcome. The trait theory is not the best because it hinders people that do not possess certain traits from believing they can become a great leader, or expecting to be a great leader because he believes he has some specific traits, does not mean they will be acted upon in the right way. This is similar to the Great Persons Theory where it assumes great leaders are born with inherited attributes which make them great leaders. It simply says that great leaders cannot be made, they are born. These theories do not motivate others to work hard to become the best leader than can be. Blake and Mouton’s Managerial Grid is a great way to look at leadership skills, and a great tool for self-reflection in leadership, but it is too narrow when it comes to determining the qualities of the best leader, or how they lead their followers. The Leadership Member Exchange Theory is similar to the Path Goal Theory, however it has a narrow focus on placing the subordinates into two groups and analyzing how great the leader’s relationship is with each person that it does not focus on the outcome of the leadership nor does it talk about motivating being an important part of the relationships. Leadership is an art form and a discipline, depending on the theory, you can learn it, or you are born with it. But how an architects in Michigan utilizes their leadership skills is the most significant.