As a leader for the last 15 years, I continually look for ways to improve my leadership and team performance. I have recently been taking aspects of my learning and sharing it with my team in an effort to show the team my commitment and desire to add value to roles. When reviewing the LMX theory with a few members of the team, we had a good discussion around the in-group and out-group.
“In assessing the characteristics of the vertical dyads, researches found two general types of linkages (or relationships): those that were based on expanded and negotiated role responsibilities (extra roles), which were called the in-group, and those that were based on formal employment contract (defined roles), which were called the out-group. (NORTHOUSE 2013, p163)
The team took time to decide which group they were in and where they wanted to be. We talked through some of the skills that the in-group possessed and ways to get all of team into the in-group. Northouse says that people in the in-group receive more information, so we decided to employ a policy of transparency with all projects and communications.
After the first week, we had two team members that for the last few years had been considered nine to fivers, meaning that they came in on time, did their work and left at the end of their shifts, adding value to some of the projects. One even volunteered to work overtime for the first time in four years to help on an issue she felt strongly about. The others on that project welcomed her because they knew her experience and knowledge would be beneficial to the project.
While I know if is not realistic to have the entire team in the in-group, I feel that by adding one or two additional team members to the group, the overall team performance will improve by adding additional value to the department and organization.
References:
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications. Kindle Edition.
Brooke Lerro says
That’s awesome that you are able to apply the concepts we learn in class to your organization. Leader-Member Exchange theory is a good theory if you want to be a leader whose focus is on leader/subordinate interactions. Northouse brings up three phases that leaders and followers go through to achieve a good relationship between leaders and followers. From your examples of how some employees are working to have an in-group relationship with your team, I’d say that some of your employees are well on their way to completing the three phases and enjoying some of the benefits of going above and beyond at work.
The three phases are 1) the stranger phase, 2) the acquaintance phase, and 3) the mature partnership phase. The stranger phase is the employee who works based on their contract (your 9-5 people you mentioned). They don’t engage much with the leader and their motives are directed toward their own self-interest rather than the good of the team (Northouse, 2013). The acquaintance phase begins by the leader to the subordinates for improvements in career-oriented social exchanges, which involve communicating more resources and work-related issues (Northouse, 2013). You definitely started more engagement between employees and yourself when you had the LMX discussion with your team. You made your employees aware that you want them to start taking pride in their jobs and working together more, not just show up and leave when the day is done. People who have hit phase 3, mature partnership, experience a high degree of trust, respect, and obligation to each other (Northouse, 2013). The employee who worked overtime to work on a project she felt strongly about shows that LMX works for your workplace and your leadership to maintain a positive work environment with lots of communication is working.
Now your employees get to enjoy benefits such as preferential treatment, an increase in job-related communication, ample access to supervisors, and an increased performance-related feedback (Northouse, 2013).
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles, CA: Sage Publications, Inc.