Matches in DBpedia 2016-04 for { ?s ?p "The leader-member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. It suggests that leaders develop an exchange with each of their subordinates, and that the quality of these leader-member exchange relationships influences subordinates' responsibility, decisions, and access to resources and performance. Relationships are based on trust and respect and are often emotional relationships that extend beyond the scope of employment. Leader-member exchange may promote positive employment experiences and augment organizational effectiveness. It is widely used by many managers and is replacing many of its predecessors.The latest version (2016) of Leader-Member Exchange Theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal apprenticeships in leadership.[1] It suggests that leaders select the best and make offers and members of team accept or not. Apprentices who complete the program develop strong emotional attachments with their mentor-teacher. This is reflected in their descriptions by both of their relationship as one of mutual respect for competence, trust in character and benevolence toward each other.[2] Those who complete the apprenticeship training are more collaborative, helpful to all team members, more deeply engaged in team activities and contribute more to team health and prosperity. This is seen as a win-win relationship by both parties, their team, network and overall organization.[3]1.\tGraen, G. B. & Canedo, J. (2016). The new workplace leadership development. Oxford Bibliography on Management. Oxford University Press, N.Y., New York.2.\tGraen, G. B., & Schiemann, W. (2013). Leadership-motivated excellence theory: An extension of LMX. Journal of Managerial Psychology, 28(5), 452–469.3.\tNier, S. L. (2013). LMX as \"silver bullet\" to all things now experienced in US civil service. Survey of 13,000 US Government Employees."@en }
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- Leader–member_exchange_theory abstract "The leader-member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. It suggests that leaders develop an exchange with each of their subordinates, and that the quality of these leader-member exchange relationships influences subordinates' responsibility, decisions, and access to resources and performance. Relationships are based on trust and respect and are often emotional relationships that extend beyond the scope of employment. Leader-member exchange may promote positive employment experiences and augment organizational effectiveness. It is widely used by many managers and is replacing many of its predecessors.The latest version (2016) of Leader-Member Exchange Theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal apprenticeships in leadership.[1] It suggests that leaders select the best and make offers and members of team accept or not. Apprentices who complete the program develop strong emotional attachments with their mentor-teacher. This is reflected in their descriptions by both of their relationship as one of mutual respect for competence, trust in character and benevolence toward each other.[2] Those who complete the apprenticeship training are more collaborative, helpful to all team members, more deeply engaged in team activities and contribute more to team health and prosperity. This is seen as a win-win relationship by both parties, their team, network and overall organization.[3]1.\tGraen, G. B. & Canedo, J. (2016). The new workplace leadership development. Oxford Bibliography on Management. Oxford University Press, N.Y., New York.2.\tGraen, G. B., & Schiemann, W. (2013). Leadership-motivated excellence theory: An extension of LMX. Journal of Managerial Psychology, 28(5), 452–469.3.\tNier, S. L. (2013). LMX as \"silver bullet\" to all things now experienced in US civil service. Survey of 13,000 US Government Employees.".