Leaders Should Try To Develop The Same Quality Relationship ✓ Solved

“Leaders should try to develop the same quality relationships

With reference to theory, research and organisational examples where appropriate, answer any two of the questions below. All questions are worth equal marks:

1. “Leaders should try to develop the same quality relationships with all their followers.” Critically discuss this statement.
2. Critically evaluate two approaches to understanding job design.
3. How can social identity theory help explain effective leadership?
4. Why is the need to belong important? (50%) and how can it be met by organisations? (50%)
5. What does theory and research related to interpersonal influence and persuasion tell us about leadership?
6. “To motivate employees, organisations should focus on money.” Critically discuss this statement with reference to relevant motivation theory.

Paper For Above Instructions

Introduction

This paper critically examines two questions from the BEM3051 course at the University of Exeter Business School: the relationship between leaders and followers, and the significance of social identity theory in leadership effectiveness. Understanding these aspects is crucial for developing effective organizational practices and fostering professional environments where both leaders and employees can thrive.

Question 1: “Leaders should try to develop the same quality relationships with all their followers.”

Leaders play a pivotal role in shaping organizational culture and motivating employees. The statement suggests that leaders should establish uniform high-quality relationships with every follower. However, this proposition requires critical examination from various theoretical and practical perspectives.

Theories such as Leader-Member Exchange (LMX) propose that the quality of relationships between leaders and followers significantly impacts organizational outcomes (Graen & Uhl-Bien, 1995). In LMX, leaders develop different exchanges with their followers based on mutual trust, respect, and obligation. This indicates that uniformity in relationship quality may not be feasible or constructive. Instead, leaders are encouraged to develop high-quality exchanges with employees who show potential and align with organizational values. Therefore, a more strategic approach would recognize that varying relationship qualities could foster differentiated engagement and results.

Moreover, from a practical standpoint, diverse team members bring unique strengths and weaknesses. By adapting the style and intensity of leadership relationships—based on individual motivators and competencies—leaders can enhance team performance (Kahn, 1990). For instance, a leader may form a strong bond with an underperforming employee to understand their challenges and support them, while maintaining a more formal relationship with other team members who require less guidance.

Moreover, individual differences such as personality, professional background, and cultural perspective can influence relational dynamics. Research indicates that personalized leadership can lead to better employee outcomes, including increased job satisfaction and performance (Eisenbeiss et al., 2008). Thus, while equitable treatment is important, enforcing uniformity may overlook nuanced relationships crucial for motivating diverse teams.

Question 3: How can social identity theory help explain effective leadership?

Social Identity Theory (SIT), developed by Tajfel and Turner (1979), provides a framework for understanding the psychological processes surrounding group membership and identity. Effective leadership can be better understood through the lens of this theory, which posits that individuals derive a sense of self from their group affiliations. Leaders who leverage the principles of SIT can foster a sense of belonging and commitment among followers, enhancing group cohesion and performance.

Effective leaders often exhibit behaviors that reinforce social identity by clearly articulating a shared vision and values (Haslam et al., 2011). They inspire followers by embodying organizational identity, thereby motivating employees to align their individual goals with the group objectives. Research by Hogg (2001) emphasizes that leaders who enhance group identity can facilitate better communication and collaboration, ultimately fostering a more inclusive atmosphere conducive to creativity and innovation.

Furthermore, SIT reveals how leaders can manage in-group and out-group dynamics. By promoting inclusivity, leaders can mitigate intergroup conflicts, creating a cohesive organizational culture where all members feel valued and recognized (van Knippenberg & Hogg, 2003). This is particularly relevant in diverse teams where conflicting identities may arise. Leaders who emphasize commonalities among team members and celebrate diversity can enhance trust and cohesiveness, leading to effective collaboration and improved organizational performance.

Through SIT, we also recognize the importance of emotional intelligence in leadership. Leaders who are adept at recognizing and managing their own emotions, as well as those of their followers, can build stronger relational ties and promote an environment of psychological safety (Goleman, 1995). Consequently, these leaders can foster employee engagement, commitment, and motivation, yielding enhanced results for the organization.

Conclusion

The examination of leader-follower relationships and social identity theory underscores the complexity and strategic nuance required in effective leadership. Leaders should aim to cultivate diverse relationships with their followers, adapting their approach based on individual strengths and needs while also focusing on group identity to enhance cohesion and performance. In doing so, organizations can foster a workplace culture where both leaders and employees thrive.

References

• Eisenbeiss, S. A., Van Knippenberg, D., & Boerner, S. (2008). Fostering team innovation: The importance of transformational leadership and team identity. Journal of Organizational Behavior, 29(3), 421-438.
• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
• Haslam, S. A., Reicher, S. D., & Platow, M. J. (2011). The New Psychology of Leadership: Identity, Influence and Power. Psychology Press.
• Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
• Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The Social Psychology of Intergroup Relations (pp. 33-47). Brooks/Cole.
• van Knippenberg, D., & Hogg, M. A. (2003). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243-295.