Relationship between LMX and Transformational Leadership

Relationship between LMX and Transformational Leadership 

Article 1

Looking beyond the dyad: How transformational leadership affects leader-member exchange quality and outcomes. Journal

Followers may be less interested in interacting when there are negative leader-follower relationships.

Consistency in leader-member relationships is promoted through ongoing communication and charisma.

Leaders and followers operate on various levels within their association, leading to the contextual consideration and individuality of the people involved.

Visual presence is important in remote leader-member exchange relationships because it allows individuals working remotely to engage the leader and create high-quality interactions.

It is important to consider follower perception in leader-member exchange relationships because it allows followers with a low perception of a leader’s charisma to voluntarily be part of the out-group.

A leader does not solely determine out-group and in-group classifications.

Viewing the association between leaders and followers as dependent on the two parties requires recognizing individual values, motivators, and beliefs and allows the followers to speak up in their work setting.

Individuals in the in-group may not have high-quality interactions because face-to-face interactions are necessary for creating high-quality exchanges.

A leader’s behavior and the quality of their relationships are influenced by multifaceted social dynamics, which is why leaders should focus on anticipated outcomes such as relational quality.

The active follower category represents the ideal leader-member exchange relationship because it facilitates interactions between the leader and followers.

Transformational leadership behaviours and recognizing the follower’s perceptions and needs influence the quality of the relationships between followers and leaders.

Article 2

Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal

Transformational leaders may communicate to their followers the importance and value of offering the best customer service, increase their interest in serving customers, instil confidence in them so that they can offer high-quality service they may have previously considered impossible, help eliminate hindrances that limit their ability to offer high-quality service, encourage them to generate creative and new ways to serve customers better and be aware of their input to customer service.

Transformational leadership may function at the work-unit and individual levels.

Individual-level transformational leadership includes the leadership conduct perceived and experienced by an employee.

Transformational leadership at the work-unit level includes the general design of leadership conduct displayed in the work unit.

Individual-level transformational leadership primarily increases employee service performance by transforming individual service employees’ attitudes.

Work-unit-level transformational leadership partially increases service performance by changing the service environment conditions.

Transformational leadership increases job satisfaction, affective commitment, and employee self-efficacy.

The service conditions at the work-unit level control the impact of individual-level transformational leadership on how employees perform when delivering services.

The performance of employees offering services is positively linked to the customers’ intention to sustain a lasting service relationship with an employee.

Organizations with structural arrangements such as networks and alliances experience challenges in developing meaningful leader-follower relationships because the relationship is not based on positioned power between followers and leaders and a traditional hierarchy.

Article 3

Reexamining the relationship between thinking styles and transformational leadership: What is the contribution of imagination and emotionality? Journal

The cognitive-experiential theory offers a framework to examine differences in how well and how much people utilize information-processing systems.

Transformational leadership is effective across various organization types, situations, and national contexts.

Transformational leaders transform organizations by identifying the changes that should be made and creating willingness and enthusiasm among employees.

Transformational leadership is characterized by various effective leadership conducts and tactics that promote good performance from employees.

Transformational leaders focus on their followers’ emotions and use individualized consideration and empathy.

Transformational leadership leads to more effective outcomes in organizations than transactional leadership.

There is a positive relationship between transformational leadership and emotionality.

Strongly expressing anger reduces a leader’s ability to apply transformational leadership.

There is a negative correlation between emotional coping and laissez-faire leadership.

There is a positive correlation between transformational leadership and

There is a positive relationship between behavioural coping, rational thinking, and transformational leadership.

Rational thinking and behavioural coping enable a leader to think adaptively.

Adaptive thinking enables leaders to apply and develop effective leadership approaches like transformational leadership.

Behavioural coping and rational thinking enable leaders to manage conflict effectively and influence tactics linked to transformational leadership.

Synthesis Paragraph

Leaders play a vital role in promoting leader-member exchanges by applying leadership styles that encourage collaboration, such as the transformational leadership style. According to Coleman & Donoher (2022), leaders can promote leader-member exchange relationships by considering their followers’ perceptions because it allows followers with a low perception of a leader’s charisma to join the out-group voluntarily. The authors add that leaders can promote healthy leader-member exchange relationships by recognizing individual values, beliefs, and motivators and allowing the followers to give opinions about their work environment. The authors argue that there is a relationship between leader-member exchange relations and transformational leadership. They argue that transformational leadership behaviours impact the quality of relationships between leaders and followers. According to Liao & Chuang (2007), transformational leadership can facilitate a good relationship between leaders and followers by increasing affective commitment, job satisfaction, and employee self-efficacy. Curtis et al. (2017) also acknowledge the relationship between transformational leadership and how leaders and followers interact. The authors argue that transformational leadership requires leaders to apply rational thinking and cope with their behaviours to meet their followers’ needs. For example, leaders should be able to control their anger by using transformational leadership. Therefore, the effectiveness of transformational leadership is dictated by a leader’s behaviours.

References

Coleman, R. & Donoher, W. (2022). Looking beyond the dyad: How transformational leadership affects leader-member exchange quality and outcomes. Journal of Leadership Studies, 15(4), 6-17. https://doi.org/10.1002/jls.21792.

Liao, H. & Chuang, A. (2007). Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92(4), 1006-1019. https://doi.org/10.1037/0021-9010.92.4.1006.

Curtis, G., King, G., & Russ, A. (2017). Reexamining the relationship between thinking styles and transformational leadership: What is the contribution of imagination and emotionality? Journal of Leadership Studies, 11(2), 8-21.

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For this assignment, you will construct a paragraph discussing three sources as it relate to the topic of discussing the relationship between LMX and Transformational Leadership. You will have already completed two of these in your Intro to Annotated Bibliography Assignment.
The first article is:
Coleman, R. & Donoher, W. (2022). Looking beyond the dyad: How transformational leadership affects leader-member exchange quality and outcomes. Journal of Leadership Studies, 15(4), 6-17.

https://doi.org/10.1002/jls.21792.
The second article is:
Liao, H. & Chuang, A. (2007). Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92(4), 1006-1019. https://doi.org/10.1037/0021-9010.92.4.1006.
The third article is:
Curtis, G., King, G., & Russ, A. (2017). Reexamining the relationship between thinking styles and transformational leadership: What is the contribution of imagination and emotionality? Journal of Leadership Studies, 11(2), 8-21.
Instructions
Your submission should be formatted to APA 7th edition and include the following headings and content:
Article 1 Title
• Bulleted listing of main arguments.
Article 2 Title
• Bulleted listing of main arguments.
Article 3 Title
• Bulleted listing of main arguments.
Synthesis Paragraph
A paragraph identifying where there is agreement or disagreement among the findings of the research as it relates to the topics of LMX or Transformational Leadership and discussing these arguments. The paragraph should have a clear structure, with an opening sentence that defines and explains the topic that will be discussed. The remaining sentences will discuss the arguments found from each of the three articles, and there should be a concluding sentence. Remember to use in-text citations and follow APA format.
References
APA-formatted references for the three articles.
Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.