Final Exam Study Guide

Ch 9. Teams

• Formal vs informal groups

- Informal work group:
o Group of two or more people associated in other ways that not prescribed by
the formal organization.
o For example: Group in one company playing with other because they sharing
the same hobbies

- Formal work group: is made up of the managers, subordinates with the close
associations among group members that influence the behavior of individuals in the
group

• Forming, storming, norming, & performing vs punctuated equilibrium model (super

important
a. Forming
- The very first stage
- Characteristic of group member:
o Polite, conflict avoidant and observant
o Quite excited about the task at hand
- Process in the stage
o Trying to know each other
o Finding the group boundaries to know who should they behave
in the group
o Discovering how the group will work and who will be
responsible for each task through the abstract discussions
- Short process
b. Storming
- Team member becomes more authentic and argumentative
- Starting explore their power and influence
- Staking their territory by differentiating themselves from other
members
- The most chaotic stage, a great deal of creative energy previously
buried is released and available for use
c. Norming
- Stage that ready to work, more commit, set own rule, helping each
other member
- High energy, great tome host a social or team- building event.
d. Performing
 - Shared vision and have feeling of unity
- Members are more interdependent, individuality and differences are
respected, and group members feel themselves to be part of a greater
entity
- Participants are not only getting the work done, but they also pay
greater attention to how they are doing it
- Group leaders can finally move into coaching roles and help members
grow in skill and leadership.

• Cohesion
- the degree of camaraderie within the group
- Benefit: productive, collective identity, good communication, member
feel confidence
- The fundamental factors affecting group cohesion include the
following:
• Similarity. The more similar group members are in terms of age, sex,
education, skills, attitudes, values, and beliefs, the more likely the
group will bond.
• Stability. The longer a group stays together, the more cohesive it
becomes.
• Size. Smaller groups tend to have higher levels of cohesion. •
Support. When group members receive coaching and are encouraged
to support their fellow team members, group identity strengthens.
• Satisfaction. Cohesion is correlated with how pleased group
members are with each other’s performance, behavior, and conformity
to group norms
- Disadvantage:
o Changing behavior when confronting difficulty
o excommunicate members who dare to disagree
o see outsiders as inferior, or enemies leading to insularity
o Incorrect feedback, ignore outside idea
o Groupthink12 is a group pressure phenomenon that increases
the risk of the group making flawed decisions by allowing
reductions in mental efficiency, reality testing, and moral
judgment
o Too much fund ignoring the task

• Social loafing
- Social loafing refers to the tendency of individuals to put in less effort
when working in a group context
- Not a problem of being lazy, problem of one will receive neither one’s
fair share of rewards if the group is successful nor blame if the group
fails
• Group vs teams
Group Team
- Collection of individual - A team is cohesive
- The performance of a people working together
group consists of the for mutual goals
inputs of the group minus - No need for total
any process losses suppression of personal
- Process loss15 is any agenda, need
aspect of group interaction commitment and shared
that inhibits group vision
functioning - Key: collaborative
action, common goal,
collaborative task

• Types of task interdependence (super important)

- Three types of task:
o Production task is that task that make some thing (marketing plan, product)
o Idea generation: do the creative task (brainstorming new idea)
o Problem-solving task coming-up plan for actions and make decision

• Types of team tasks

- Task interdependence: team member are depend on other to get information to do their
task
- Pooled interpendence: everyone do their own task independently and combined with
other people task to get the final product
- Sequential interdependence: when one person output become other people input
- Reciprocal interdependence: when all members work together on each phase of the
research paper
- Outcome interdependence: the reward that individual receive depend on performance of
other

• Types of teams
- task force that is asked to address a specific issue or problem until it is resolved
- product development teams is Other teams may be temporary or ongoing
- cross-functional teams27 in which individuals from different parts of the
organization staff the team, which may be temporary or long-standing in nature.
- Virtual teams28 are teams in which members are not located in the same physical
place
o formed to take advantage of distributed expertise or time—the needed
experts may be living in different cities.
o present special management challenges. Managers often think that they have
to see team members working in order to believe that work is being done
o building trust. Will team members deliver results just as they would in face-
to-face teams?
 o communication is especially important in virtual teams,
- Top management teams29 are appointed by the chief executive officer (CEO) and,
ideally, reflect the skills and areas that the CEO considers vital for the company,
representatives from functional areas,
• Team leadership & autonomy
- Traditional manager-led teams30 are teams in which the manager serves as the team
leader. The manager assigns work to other team members
- Self-managed teams:
o manage themselves and do not report directly to a supervisor
o team members select their own leader, and they may even take turns in the
leadership role.
o power to select new team members, the team shares responsibility for a
significant task
- Organizations began to use self-managed teams
o reduce hierarchy by allowing team members to complete tasks and solve
problems on their own
o self-managed teams have higher job satisfaction, increased selfesteem, and
grow more on the job
o increased productivity, increased flexibility, and lower turnover
o found at all levels of the organization
o Typical team goals are improving quality, reducing costs, and meeting
deadlines.
o Teams also have a “stretch” goal—a goal that is difficult to reach but
important to the business unit.
o Self-managed teams are empowered teams32, which means that they have
the responsibility as well as the authority to achieve their goals.
o self-managed teams may be at a higher risk of suffering from negative
outcomes due to conflict, so it is important that they are supported with
training to help them deal with conflict effectively
o self-directed teams33, which also determine who will lead them with no
external oversight.
 o
• Designing effective teams
- Who Are the Best Individuals for the Team?
o This process often entails understanding the knowledge, skills, and abilities
(KSAs) of team members as well as the personality traits needed before
starting the selection process.
- How Large Should My Team Be?
o 3-person team is still active 23% of the time versus only 3% in a 10-person
team
o The majority of teams have 10 members or less, because the larger the team,
the harder it is to coordinate and interact as a team
o Subteam for complex task
• What to do before, during, & after the team meeting
Ch 7. Managing stress & emotions

• Challenge vs hindrance stressors

• GAS model of stress
- Stress disease by exhausting the immune system: General Adaption Syndrome
(GAS)
- stress affects an individual in three steps: alarm, resistance, and exhaustion.
- Alarm phase: outside stressor irritate and insist that something needed to be done.
If the response is sufficient, no stress
- Resistance phase: When the body begins to release cortisol and draws on fats and
sugar to find a way to adjust to the demands of stress. Temporary fix, short period
time
- Exhaustion phase: the body has depleted its stores of sugars and fats, and the
prolonged release of cortisol has caused the stressor to significantly weaken the
individual
• Causes of stress
- Stressor:
▪ the events that force the physical or mental response, elevating levels of
adrenaline which causing stress
▪ They are not necessarily a bad thing
- Role demands
▪ Role ambiguity: the unclear (vagueness) about what we have to do
(responsibilities) emotional exhaustion
 ▪ Role conflict: facing contradictory demands at work. role conflict
because satisfying one demand makes it unlikely to satisfy the other
▪ Role overload: having insufficient time and resources to complete a job.
- Information Overload
▪ Too many information needed to process in a insufficient a mount of time
- Work-Family Conflict:
▪ When the demands from one’s work and family are negatively affecting
one another.
- Life Change
- Downsizing
- High school teach most stress, waiter less stress
• Outcomes of stress
- Physiological (The xac): nervousness, tension, headaches, anger, irritability, and
fatigue, heart pumping, heart attack
- Psychological: Depression and anxiety are two psychological outcomes of
unchecked stress
- Work outcome: Stress is related to worse job attitudes, higher turnover, and
decreases in job performance
- Individuals who are able to find the right balance between work that is too
challenging and work that is not challenging enough see increases in performance.
• Type A vs Type B personality
- Type A personalities:
▪ display high levels of speed/ impatience, job involvement, and hard-
driving competitiveness.
▪ unchecked stress can lead to illness over time, it’s easy to see how the
fast-paced, adrenaline-pumping lifestyle of a Type A person can lead to
increased stress
- Type B:
▪ . People who tend to be calmer than Type A people, and tend to think
through situations as opposed to reacting emotionally.

• Individual approaches to manage stress (super important)

- The cooperate athlete: principle of athletic performance in workplace
- Flow:
▪ Turning stress into the power
▪ Breaking challenge into smaller part
▪ State of Flow: a state of consciousness in which a person is totally
absorbed in an activity.
- Diet: eat big, heavy meals in the middle of the day may actually slow us down,
because the body will be pumping blood to the stomach, away from the brain.
- Exercise: more oxygen more energy
- Sleep: recover, no sleep cause insomnia
Create social support network: Individuals can help build up social support by
encouraging a team atmosphere in which coworkers support one another. Just being
able to talk with and listen to others, either with coworkers at work or with friends
and family at home, can help
 decrease stress levels.
- Time management16 is defined as the development of tools or techniques that
help to make us more productive when we work. Effective time management is a
major factor in reducing stress, because it decreases much of the pressure we feel.
No overload
• Organizational approaches to manage stress
- Make expectation clear: clear direction
- Give employees autonomy: higher self control-> better deal with stress
- Create fair work environment: No “toxic workplace” unfair workplace-> self-
esteem, greater sense of status reduce stress
- Telecommuting: working remotely. Need to match right person with right
environment, no external variable (barking dog)
- Employee sabbaticals (paid time off from a normal work routine)
- Employee Assistance Program (EAP): help employee dealing with crises and
avoid abuse problem
• Positive vs negative emotions
- Positive emotion:
▪ Emotions such as joy, love, and surprise can result from desired events.
▪ Joy, love, surprise
▪ Creating the sensation to feel fulfilled, positive outcome, rise good mood
▪ Useful in doing creative task because person is creative and open
- Negative feeling:
▪ such as anger, fear, and sadness can result from undesired events.
▪ not having your opinions heard, a lack of control over your day-to-day
environment, and unpleasant interactions with colleagues, customers, and
superiors.
▪ Play a role in conflict process, person can manage their negative emotion
have less conflict
• Emotional contagion
- Negative and positive can be contagion
- the spillover of negative emotions lasting longer than positive emotions
• Emotional labor (super important)\
- persona26—a professional role that involves acting out feelings that may not be
real as part of their job. A professional role that involves acting out potentially
artificial feelings as part of a job.
- Emotional labor27 refers to the regulation of feelings and expressions for
organizational purposes
- Three major levels of emotional labor:
▪ Surface acting28 requires an individual to exhibit physical signs, such as
smiling, that reflect emotions customers want to experience. A children’s
hairdresser cutting the hair of a crying toddler may smile and act
sympathetic without actually feeling so. In this case, the person is engaged
in surface acting.
▪ Deep acting29 takes surface acting one step further. This time, instead of
faking an emotion that a customer may want to see, an employee will
actively try to experience the emotion they are displaying. This genuine
 attempt at empathy helps align the emotions one is experiencing with the
emotions one is displaying. The children’s hairdresser may empathize with
the toddler by imagining how stressful it must be for one so little to be
constrained in a chair and be in an unfamiliar environment, and the
hairdresser may genuinely begin to feel sad for the child.
▪ Genuine acting30 occurs when individuals are asked to display emotions
that are aligned with their own. If a job requires genuine acting, less
emotional labor is required because the actions are consistent with true
feelings.
- that surface acting is related to higher levels of stress and fewer felt positive
emotions, while deep acting may lead to less stress
- Cognitive dissonance31 is a term that refers to a mismatch among emotions,
attitudes, beliefs, and behavior, for example, believing that you should always be
polite to a customer regardless of personal feelings, yet having just been rude to
one. Change behavior, change beliefs
-
• Emotional intelligence (super important)
- emotional intelligence: How people can understand each other more completely
by becoming more aware of their own and others’ emotions
- Self-awareness33 exists when you are able to accurately perceive, evaluate, and
display appropriate emotions.
- . Self-management34 exists when you are able to direct your emotions in a
positive way when needed.
- Social awareness35 exists when you are able to understand how others fee
- Relationship management36 exists when you are able to help others manage their
own emotions and truly establish supportive relationships with others
• what is the connection between emotions, attitudes, and behaviors at work? This
connection may be explained using a theory named Affective Events Theory (AET). A
theory that explores how events on the job cause different kinds of people to feel
different emotions.
• affect-driven behavior: Behavior that occurs when emotions trigger you to respond in a
particular way
Ch 13. Power and politics

• Conformity (e.g., Milgram, Asch, Zimbardo study)

- Conformity2 refers to people’s tendencies to behave consistently with social
norms.
- 3 researches show that: the individual will follow the group even know their
action is inaccurate
- People have power can influence other individuals to achieve what they want
• Relationship between dependency & power
- Dependency:
▪ Positive related to power, more one person depend on you the more power
you have
▪ dependency is power that a person or unit gains from their ability to
handle actual or potential problems facing the organization
 ▪ strategic contingencies model provides a good description of how
dependency works
- Scarcity:
▪ scarcity4 refers to the uniqueness of a resource
▪ Scarcity positive with value
- Importance5
▪ refers to the value of the resource
▪ Power and importance is positive
- substitutability6
▪ refers to one’s ability to find another option that works as well as the one
offered
▪ Substitutability up-> depend up-> power->
Possessing any of the three aspects of a resource could make others depend on you, two
would make you extremely needed, and having all three could make you indispensable.
• Bases of power
- Legitimate power7 is power that comes from one’s organizational role or position.
- Reward power8 is the ability to grant a reward, such as an increase in pay, a perk,
or an attractive job assignment
▪ Reward Power= legitimate power+ valuable reward
- coercive power9 is the ability to take something away or punish someone for
noncompliance
▪ work through fear, forcing people do what they do not want to do
- Expert power10 comes from knowledge and skill
▪ Tech company uses expert power
▪ Long-term employee
- Information power11 is similar to expert power but differs in its source. Experts
tend to have a vast amount of knowledge or skill, whereas information power is
distinguished by access to specific information
- Referent power coming from characteristic
▪ Referent power is often called charisma13—the ability to attract others,
win their admiration, and hold them spellbound
• Influence & influence tactics (super important)
- Resistance: Chong doi su influence
- Compliance: Khi muc tieu khong tuan lenh
- Commitment: dong y ung ho tham gia request
- Rational persuasion17 (most common) includes using facts, data, and logical
arguments to try to convince others that your point of view is the best alternative.
- Inspirational appeals18 seek to tap into our values, emotions, and beliefs to gain
support for a request or course of action
- Consultation19 refers to the influence agent’s asking others for help in directly
influencing or planning to influence another person or group.
- Personal appeal21 refers to helping another person because you like them and
they asked for your help
- Exchange22 refers to give-and-take in which someone does something for you,
and you do something for them in return
 - Coalition tactics23 refer to a group of individuals working together toward a
common goal to influence others.
▪ unions that may threaten to strike if their demands are not met
▪ take advantage of peer pressure.
▪ Mot thang nhin tat ca cung nhin xem no nhin gi
▪ Popular between advertiser, promote good
- Pressure24 refers to exerting undue influence on someone to do what you want or
else something undesirable will occur
- Legitimating tactics25 occur when the appeal is based on legitimate or position
power.
▪ Last resort
▪ Along with rule, laws, regulation
• Impression management
- Impression management26 means actively shaping the way you are perceived by
others
- Nonverbal impression management27 includes the clothes you choose to wear
and your demeanor.
▪ Tattoo
- Verbal impression management28 includes your tone of voice, rate of speech,
what you choose to say and how you say it.
- Behavior impression management29 includes how you perform on the job and
how you interact with others.
▪ Showing skill, stress management
• Direction of influence
- Upward influence:
▪ Influence your boss
▪ Upward influence may include appealing to a higher authority or citing the
firm’s goals as an overarching reason for others to follow your cause
▪ Sheer ability make fast decision making is useless
▪ Gain power, trust from boss
▪ Dinh doubt or follow
- Doward influence:
▪ ability to influence employees lower than you
▪ Best achive through inspiring vision
- Peer influence:
▪ Peer influence occurs all the time
▪ o be effective within organizations, peers need to be willing to influence
each other without being destructively competitive
• Political behavior antecedents & outcomes
- Political skill32 refers to peoples’ interpersonal style, including their ability to
relate well to others, self-monitor, alter their reactions depending upon the
situation they are in, and inspire confidence and trust
 -
• Social network (everything on p.382, 383, 384)
- Social networks34 are visual maps of relationships between individual
▪ Important in life and important when finding job
▪ Three important functions: deliver private information, gain access to
diverse skills sets, create power
- Social network analysis (SNA): used to examine the structure of social
relationships in a group.
▪ Direct operation: to analyze emails between people (who mail who,
frequency), group talking,
▪ Indirect operation: doing a survey that ask question directly
• More targeted, maybe unwanted intrusion
▪ Data making connection data
▪ 3 key roles:
• Central connectors: people linked to the greatest number of people.
• Boundary spanners37 are people who connect one network to
another within the company or even across organizations.
• Peripheral specialists38 have special expertise that can be drawn
upon even though they often work independently of the group
▪ Strong ties39 often indicate emotional support, not just informational
support between people. Ties that are reciprocated tend to be stronger as
well.
▪ Weak ties40 are characterized by less frequent interaction and often do
not have as much emotional attachment, but they are also easier to
 maintain, and therefore people can have more of them. Useful in
innovation

Ch 10. Conflict and negotiations

• Types of conflict (super important)
- Conflict1 is a process that involves people disagreeing
- Intrapersonal conflict is a conflict that arises within a person, when you are
uncertain what is expected or wanted
▪ Causing by different role, oversee is good for manager but employee think
it is the sight of no trust
▪ Types of intrapersonal conflict:|
• Role conflict: including: Include having two different job
description that mutually exclusive or you are leader of one team
but also a member of the rival team
• Role ambiguity: the task is not specific so you feel which option
should you go
- Interpersonal conflict: is among individuals such as coworkers, a manager and an
employee, or CEOs and their staff
- Intergroup conflict4 is conflict that takes place among different groups. Types of
groups may include different departments or divisions in a company, and
employee union and management, or competing companies that supply the same
customers
• Is conflict always bad??
- Keeping the conflict in the middle level can cause the highest performance
- In many circumstance conflict can be good
▪ Early stage, decision making: stimulating the creativity
- Personal conflict (personal attack) is never good, can cause workplace bullying
• Causes of conflict
- Limited resource: Competition among people or departments for limited
resources is a frequent cause for conflict. When a group of employees have access
to such resources while others do not, conflict may arise among employees or
between employees and management
- Task interdependence: that is, when accomplishment of your goal requires
reliance on others to perform their tasks.
- Incompatible goals: Sometimes conflict arises when two parties think that their
goals are mutually exclusive. Within an organization, incompatible goals often
arise because of the different ways department managers are compensated.
- Personality difference: Personality differences among coworkers are common
- Communication problem: Sometimes conflict arises simply out of a small,
unintentional communication problem, such as lost e-mails or dealing with people
who don’t return phone calls. Giving feedback is also a case in which the best
intentions can quickly escalate into a conflict situation.
• Ways to manage conflict
- Changes the structure when structure cause conflict
 - Change the composition when team member has conflict, or use physical layout
solution
-
• 5 phases of negotiation (super important)
- First step: negotiation
▪ Key stage often ignore
▪ Gathering information stage (know what you want, know the core value,
etc)
- Second step: Determine your BATNA (Best alternative to a negotiated
agreement)
▪ Like the alternative deal (BATNA), compare the proposed deal with
BATNA to see it good or not
- Third phase: Presentation
▪ you assemble the information you’ve gathered in a way that supports your
argument in negotiation (evidence)
- Fourth phase : bargaining
▪ During the bargaining15 phase, each party discusses their goals and seeks
to get an agreement. A natural part of this process is making
concessions16, namely, giving up one thing to get something else in
return.
- Phase 5: Closure
• Integrative vs distributive negotiations
- Integrative negotiation: two party go together to achieve bigger goals which can
bring bigger benefit for each side (Win-Win approach)
▪ Step 1: enter the negotiation from a cooperative (Tat ca cung mot phe)
▪ Step 2: Listening
▪ Step 3: all party figure out the solution
- Distributive view:
▪ Traditional fix-pied approach
▪ negotiators see the situation as a pie that they have to divide between them
▪ Bad cause non creative solution
• Mediation
- A process in which an outside third party (the mediator) enters the situation with
the goal of assisting the parties to reach an agreement.
- Work for both parties, k o phe nao
- Advatage: r helps the parties design their own solutions, including resolving
issues that are important to both parties, not just the ones under specific dispute,
conflict
No Conflict handling style, arbitration, arbitration-mediation
Chapter 12. Leading People within Organizations

• Trait approaches to leadership

- General mental ability:
▪ Not a important factor
▪ their ability to control their own emotions and understand other
people’s emotions, their internal motivation, and their social skills.
- Extravert
▪ sociable, assertive, and energetic people
▪ interacting with others in their environment and demonstrate self-
confidence
▪ the strongest relationship with both leader emergence and leader
effectiveness.
- Sef-esteem:
▪ greater levels of self-confidence
▪ explain the relationship between some physical attributes and leader
emergence.
- Integrity:
▪ questioned lose their trustworthiness, and they hurt their company’s
business along the way
 ▪ There are also some traits that are negatively related to leader
emergence and being successful in that position. For example,
agreeable people who are modest, good natured, and avoid conflict are
less likely to be perceived as leaders.

• Behavioral approaches to leadership

- fell out of favor because they neglected the environment in which behaviors
are demonstrated
- Task-oriented leader behaviors
o Task oriented leader behaviors4 involve structuring the roles
of subordinates, providing them with instructions, and
behaving in ways that will increase the performance of the
group. Task-oriented behaviors are directives given to
employees to get things done and to ensure that organizational
goals are met.
- People oriented leader behaviors
o People-oriented leader behaviors5 include showing concern for
employee feelings and treating employees with respect. People-
oriented leaders genuinely care about the well-being of their
employees, and they demonstrate their concern in their actions
and decisions.
 - Leader decision making style
o authoritarian decision making6, leaders make the decision
alone without necessarily involving employees in the decision-
making process
o democratic decision making: employees participate in the
making of the decision.
o laissez-faire decision making8 leave employees alone to make
the decision. The leader provides minimum guidance and
involvement in the decision.
o more problematic.
o negatively related to employee satisfaction with leaders and
leader effectiveness.
o create high levels of ambiguity about job expectations on the
part of employees, and employees also engage in higher levels
of conflict when leaders are using the laissez-faire style
• Contingency approaches to leadership
- Path-goal theory of leadership (directive, supportive, participative,
achievement-oriented)
- Based on the theory of motivation, leadership need to make sure the have
desired reward, remove roadblock, motivational environment
- Directive leaders
▪ 1 provide specific directions to their employee
▪ clarifying role expectations, setting schedules, and making sure that
employees know what to do on a given work day
- Supportive leaders12
▪ provide emotional support to employees.
▪ They treat employees well, care about them on a personal level, and
they are encouraging.
- Participative leaders
▪ 3 make sure that employees are involved in the making of important
decisions
- Achievement-oriented leaders
▪ 4 set goals for employees and encourage them to reach their goals.
▪ Their style challenges employees and focuses their attention on work-
related goals
• Transformational leadership
- Transformational leaders
▪ lead employees by aligning employee goals with the leader’s goals.
▪ employees working for transformational leaders start focusing on the
company’s well-being rather than on what is best for them as
individual employees.
▪ transformational leaders rely on their charisma, persuasiveness, and
personal appeal to change and inspire their companies, transactional
leaders use three different methods
• Charisma17 refers to behaviors leaders demonstrate that create
confidence in, commitment to, and admiration for the leader
• inspirational motivation: come up with a vision that is
inspiring to others
• intellectual stimulation: which means that they challenge
organizational norms and status quo, and they encourage
employees to think creatively and work harder.
• individualized consideration: which means that they show
personal care and concern for the well-being of their followers.
▪ transactional leader ensure that employees demonstrate the right
behaviors and provide resources in exchange
• Contingent rewards21 mean rewarding employees for their
accomplishments.
 • Active management by exception22 involves leaving
employees to do their jobs without interference, but at the same
time proactively predicting potential problems and preventing
them from occurring
• Passive management by exception23 is similar in that it
involves leaving employees alone, but in this method the
manager waits until something goes wrong before coming to
the rescue
- transformational leadership is a very powerful influence over leader
effectiveness as well as employee satisfaction
- transformational leaders increase the intrinsic motivation of their followers,
build more effective relationships with employees, increase performance and
creativity of their followers, increase team performance, and create higher
levels of commitment to organizational change effort
- Why is transformational leadership effective?
▪ key factor may be trust24. Trust is the belief that the leader will show
integrity, fairness, and predictability in his or her dealings with others
▪ The tendency to trust in transactional leaders is substantially lower.
Because transformational leaders express greater levels of concern for
people’s well-being and appeal to people’s values, followers are more
likely to believe that the leader has a trustworthy character
- neurotic personality tend to demonstrate lower levels of charisma, and people
who are extraverted tend to have higher levels of charisma.

• Leader-Member Exchange (LMX) theory

- high-quality LMX relationships25
▪ the leader forms a trust-based relationship with the member.
▪ The leader and member like each other, help each other when needed,
and respect each other
▪ In these relationships, the leader and the member are each ready to go
above and beyond, their job descriptions to promote the other’s ability
to succeed
▪ high LMX members are more satisfied with their jobs, more
committed to their companies, have higher levels of clarity about what
is expected of them, and perform at a higher level.
- Low quality LMX relationships
▪ the leader and the member have lower levels of trust, liking, and
respect toward each other
▪ These relationships do not have to involve actively disliking each
other, but the leader and member do not go beyond their formal job
descriptions in their exchanges. In other words, the member does his
job, the leader provides rewards and punishments, and the relationship
does not involve high levels of loyalty or obligation toward each other
-