1. Professional Development
Civil Air Patrol
Professional Development
Cover
Kenneth G. Bishop
Major, CAP

2. Professional Development
Leader Member Exchange
Theory
Taken from:
Peter G. Northouse, Leadership: Theory and Practice (3rd edition) Thousand Oaks, California: SAGE Publications, 2004, 343 pages.

3. Professional Development
Do you know where you stand with the Commander of your CAP Unit? Do you usually know how satisfied the Commander is with what you do?
1: Rarely
2: Occasionally
3: Sometimes
4: Fairly Often
5: Very Often

4. Professional Development
How well does the Commander understand your problems and needs as a CAP volunteer member?
1: Not a bit
2: A little
3: A fair amount
4: Quite a bit
5: A great deal

5. Professional Development
How well does the Commander recognize your potential?
1: Not at all
2: A little
3: Moderately
4: Mostly
5: Fully

6. Professional Development
Regardless of how much formal authority he or she has, what are the chances that your Commander would use his or her power to help you solve problems in your CAP work?
1: None
2: A little
3: Moderate
4: Mostly
5: Fully

7. Professional Development
Regardless of how much formal authority he or she has, what are the chances that your Commander would intercede at his or her expense?
1: None
2: A little
3: Moderate
4: Mostly
5: Fully

8. Professional Development
I have enough confidence in the Commander that I would defend and justify his/her decision if he/she were not present to do so?
1: Strongly disagree
2: Disagree
3: Neutral
4: Agree
5: Strongly agree

9. Professional Development
How would you characterize your working relationship with the Commander?
1: Extremely ineffective
2: Worse than average
3: Average
4: Better than average
5: Extremely effective

10. Professional Development
Leader Member Exchange (LMX) Theory first appeared in the academic literature as Vertical Dyad Linkage (VDL) Theory in:
Dansereau, Graen and Haga; A Vertical Dyad Linkage Approach to Leadership in Formal Organizations; Organizational Behavior and Human Performance; 1975; 13; pages

11. Professional Development
Prior to LMX or VDL Theory, academic studies assumed “leadership” was how one person [leader] influenced the actions of another/ others [follower(s)] in a collective way using the same or an “average” style.

12. Professional Development
In VDL Theory, academic studies identified two types of linkages or relationships:
In-Group: based upon expanded or negotiated role responsibilities.
Out-Group: based upon pre-defined or formal role responsibilities.

13. Professional Development
Negotiations involve exchanges in which subordinates perform activities that go beyond their formal job responsibilities.
If yes, then In-Group
If no, then Out-Group

14. Professional Development
Research shows that high-quality LMX yields:
For the subordinate:
Better employee retention
Better job performance evaluations
Quicker / more frequent promotions
Greater organizational commitment
For the superior:
More attention and support for subordinates

15. Professional Development
Leadership making is a perspective approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of his/her subordinates rather than just a few. It attempts to make every subordinate feel as if he/she is part of the in-group and, in doing so, eliminates the inequities and negative implications of being part of an out-group.

16. Professional Development
Leadership Making phases:
Stranger
Acquaintance
Partner

17. Professional Development
Leadership Making phases:
Stranger
Roles: Scripted
Influences: One Way, from L to S
Exchanges: Low Quality
Interests: Self
Acquaintance
Partner

18. Professional Development
Leadership Making phases:
Stranger
Acquaintance
Roles: Tested
Influences: Mixed
Exchanges: Medium Quality
Interests: Self / Other Individuals
Partner

19. Professional Development
Leadership Making phases:
Stranger
Acquaintance
Partner
Roles: Negotiated
Influences: Reciprocal, between L and S
Exchanges: High Quality
Interests: Group

20. Professional Development
LMX Strengths:
Strong Descriptive Theory / Model
Importance of Communication
Concentrates on Dyad
Positive Organizational Outcomes

21. Professional Development
LMX Strengths:
Strong Descriptive Theory / Model
Importance of Communication characterized by:
Mutual Trust
Respect
Commitment
Concentrates on Dyad
Positive Organizational Outcomes

22. Professional Development
LMX Strengths:
Importance of Communication characterized by:
Mutual Trust
Holly H. Brower, F. David Schoorman and Hwee Hoon Tan, A Model of Relational Leadership: The Integration of Trust and Leader Member Exchange, Leadership Quarterly, 2000, Volume 11, Number 2, pages

23. Professional Development
LMX Strengths:
Strong Descriptive Theory / Model
Importance of Communication
Concentrates on Dyad versus
Characteristics of Leader
Characteristics of Subordinates
Context of Leadership Situation
Positive Organizational Outcomes

24. Professional Development
LMX Strengths:
Strong Descriptive Theory / Model
Importance of Communication
Concentrates on Dyad versus
Positive Organizational Outcomes
Innovation
Organizational Citizenship Behavior
Empowerment
Procedural and Distributive Justice

25. Professional Development
LMX Strengths:
Positive Organizational Outcomes
Innovation
Organizational Citizenship Behavior
Yolanda B. Truckenbrodt, The Relationship Between Leader-Member Exchange and Commitment and Organizational Citizenship Behavior, Acquisition Review Quarterly, Summer 2000, pages

26. Professional Development
LMX Weaknesses:
Unfair; discriminatory to out-group
Not fully developed theory
Measurement problems
Negative organizational outcomes

27. Professional Development
LMX Weaknesses:
Unfair; discriminatory to out-group
Not fully developed theory
Measurement problems
Scales lack content validity
Unidimensional versus multidimensional
Negative Organizational Outcomes

28. Professional Development
LMX Weaknesses:
Measurement problems
Scales lack content validity
Unidimensional versus multidimensional
Robert C. Liden and John M. Maslyn, Multidimensionality of Leader-Member Exchange: An Empirical Assessment through Scale Development, Journal of Management, 1998, Volume 24, Number 1, pages

29. Professional Development
LMX 7
Designed to measure:
Respect
Trust
Obligation

30. Professional Development
LMX 7
Scored as follows:
Very High:
High:
Moderate:
Low:
Very Low: 7-14

31. Questions may be addressed to:
Kenneth G. Bishop
1736 Hammock Boulevard
Coconut Creek, Florida
(954)