Based on the Leadership-Member Exchange theory (LMX), a relationship between a leader and a follower are based on the interactions of both the leader and follower. When a follower goes above and beyond they are more likely to have a strong relationship with their leader rather than a follower who does the minimum that is expected of them. However, if a leader doesn’t try to reach out to a follower there won’t be a strong relationship even if the follower does more than is expected of them. Followers who have strong relationships with their leader are part of the in-group and followers with a strictly professional relationship with their leader are part of the out-group (Northouse, 2016). While this may not seem like a big deal, according to Northouse (2016), these groups help determine levels of organization within the chain of command, individuals within the in-group are more likely to receive leadership roles as they have a better rapport with their leaders.
Within the first two years at my job I worked hard and occasionally went above and beyond but mainly just did what was expected of me. One of my bosses encouraged me to get trained in more areas of the store but I didn’t take the recommendation seriously as I was still fairly young. My 0lder sister started working at the store a year ago, she has been trained in more areas and goes above and beyond constantly rather than occasionally. My sister gets more hours, more opportunities for training, and has a better chance at getting a promotion as she has a better rapport with my managers. She also spends more time socializing with not only my managers but other employees outside of work. In November I will be at my job for three years. During my performance review I stated that I wanted to get trained in more areas of the store, I was told I had to wait until they had training hours available which is a form of equal treatment among the staff, however, during the time of year that training hours are available I will be taking a Leave of Absence which my managers are aware of. My sister was just recently trained to unload the trucks and was given exclusive shifts without even asking, in fact, she didn’t even want those shifts and does not like her new schedule but still puts in the same effort she always has. This is an example of how in-group members may receive better treatment whereas out-group members may receive fair treatment. Rather than having to wait for training hours they trained her in a new area without her even stating an interest in being trained within that area. The big question that needs to be addressed, is once you are placed within an out-group can you ever move up into an in-group? I have been there almost three times as long as my sister and yet now that I want to further my efforts and opportunities at my job it almost seems like it is too late. How do you reinforce your relationship with your leaders if your leaders do not attempt to strengthen your ties by giving you further opportunities?
According to Northouse (2016), “leaders look for followers who exhibit enthusiasm, participation, gregariousness, and extraversion” (p. 142). I participate within my job, I have been taking other individual’s extra shifts, I have even offered to stay an hour or two past my shift when work has not been fully completed. I have also tried to enhance my customer service skills by promoting sales and using our new devices that help guests order items online right at the store. I am trying to make it evident that I might be a good candidate for further opportunities, but nothing seems to work at this point. As I said earlier I even initiated phase two of leadership making which is “an offer by the leader or the follower for improved career-oriented social exchanges, which involve sharing more resources and personal or work-related information” (p. 142). I stated that I was interested in getting trained in other areas, I emphasized why I was interested in those areas and showed that I was serious about it, I have even increased my efforts at work. Phase three of leadership making involves a “mature partnership”, there needs to be trust and respect that has been earned through their interactions (p. 143). I have taken my supervisor’s shifts that she couldn’t work, I have helped with training and assisting other team members, I have taken on new challenges within my department, but I have not seem any change in my relationship with my supervisors. When my supervisor suggested within my two years that I get trained in other areas, that may have been her attempt at initiating Phase two. I have to wonder if my inability to show interest at that time took away my chance for further opportunities now. After learning about the LMX theory and leadership making, I now know that in order to increase the likelihood of furthering my opportunities at a job, I need to go above and beyond and show interest in leadership opportunities early on.
References
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Los Angeles, CA: SAGE Publications, Inc.
Anna Hayford says
Wow, what a rough situation you are in at work with your sister. Your example is a cautionary tale of in-group and out-group management. It sounds like you are doing everything correctly, but your receiving promotions and praise because she is a member of the in-group with the managers. Though you appear to be the one who should be considered for a promotion, based on your work ethic and your conversations with your bosses about your want for a raise.
As you said, the qualities that you are presenting should be those that managers approve of, according to Northouse (2016, p. 142). Because of what you have presented as positive traits and what you I have a few follow-up questions about how you landed outside of the in-group.
Before your sister started working there, do you feel that you worked well with your manager? Northouse (2016, p. 137) says that followers become part of the in-group based on how well they work with their managers.
Are your managers equally as unequal in favorability of other employees? If either your sister or you are the only person being treated in an unequal (favorable or unfavorable) way, you may not be seeing a true in-group or out-group. In-groups and out-groups are generally not situations in which one person is singled out. If you are the only one who is not being offered training, there may be a larger problem between you and your manager – perhaps the leave of absence? If your sister is the only one being offered higher positions than she has earned? That is more indicative of favoritism towards your sister. The rest of the questions are applicable if there are true in-groups and out-groups at your job, your sister is in the in-group, and you are in the out-group. (I’m sorry!)
-Has your sister also asked for expanded duties or training also?-
You mention that you have spoken about expanding your training in the company, which is interesting because Northouse (2016, p. 137) says should help you become a member of the in-group.
-Do you or your sister negotiate with the manager? Do you get anything in return for your extra work duties? –
Northouse (2016, p. 137) says that people who engage in negotiations with the manager can be considered part of the in-group. You said that you do duties outside of your job description. Northouse (2016, p.137) says that using these as negotiation tools can help you gain favoritism with your manager and join the in-group.
-How does your sister feel about the manager?-
This is an important question to determine whether she is actually in the in-group or if she is just someone whom your manager likes or appreciates. In-group relationships are defined by mutual respect and liking (Northouse, 2016, p. 140).
-Is your boss open to suggestion from your sister?-
This not only allows us to see whether your sister is an in-group member, but also I believe that your sister could be a valuable asset to your relationship with your manager, if you were to stay at this job. If your sister were to speak to your manager, would he listen? Could she then speak to him about the unfavorable opinion that is forming among her peers.
It is also possible that your manager just isn’t being an effective leader, according to the leader-member exchange theory. When using this theory and in-groups correctly, a leader can accomplish more work in a more effective major (Northouse, 2016, p. 143). In fact, Northouse also says that good leaders should recognize followers who are showing in-group mentality qualities, such as yourself. He should also really be trying to include everyone in the in-group, rather than creating an in-group and out-group divide (Northouse, 2016, p. 143).
However, it sounds as though your manager is not only purposefully excluding some from his inner circle, but he isn’t choosing his in-group members effectively. You mentioned that he is giving executive shifts to your sister, who doesn’t even want them. You are the one acting like an in-group member. You are going above your regular duties, whereas out-group members traditionally do only what is prescribed of them (Northouse, 2016, p. 143). You report acting as an in-group member, while doing a good job, yet your manager is not reciprocating this LMX in-group relation.
So, to your answer your question – I do not believe that people are always stuck in out-groups, but it does seem like you are stuck in your career. I believe that you may be happier which another manager, one who is better at LMX relationships.
PS. Where do you live and what do you do? My company is expanding and hiring for several positions in a few PA offices and we love hardworking self-starters such as you!
References:
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Los Angeles, CA: SAGE Publications, Inc.