This essay discusses the relationship between LMX, Psychological Capital and Authentic Leadership. It explores the impact of emotions on employee performance and building psychological capital for different types of employees.
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Running head: EFFECTIVE LEADER MEMBER EXCHANGE Effective Leader Member Exchange Name of the Student Name of the University Author’s Note:
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1 EFFECTIVE LEADER MEMBER EXCHANGE Introduction Leadership is defined as the core capability of the management of the company for setting and achieving the challenging objectives, outperforming the competition, taking decisive and swift action and finally inspiring others for performing better (Schermuly, Meyer and Dämmer 2013, p. 2).It is extremely tough for placing the value on leadership as well as other qualitative organizational aspects in comparison to the quantitative metrics, which could be easily tracked and is much easier to compare within companies. The individuals, who have stronger leadership skill are responsible for rising several executive positions in any company. The leaders provide direction to his or her sub ordinates regarding workorotherorganizationalactivity.Theemployeesrequiretoknowtherespective direction, where they could head or follow for reaching the destination (Vidyarthiet al. 2014, p. 468). It majorly includes showing the workers the significant procedure of effectively performing the responsibilities and supervising for task completion. There are several important and vital theories of leadership and amongst them, Leader Member Exchange or LMX is one of the most effective. This essay described about the relationship between LMX, psychological capital and authentic leadership. Discussion Authentic Leadership According to Martinaityteand Sacramento 2013 p. 980, authentic leadership is present within authentic leaders, who are self actualized persons and are even aware of their own strengths, limitations and emotions. The authentic leaders could show themselves to their sub ordinates or followers. The main characteristic of an authentic leader is that they do not act separately in private and public and never hide their weaknesses or mistakes in front of anyone. Authentic leaders even realize that the journey of being self actualized is never
2 EFFECTIVE LEADER MEMBER EXCHANGE completed. These leaders are completely driven by mission and they mainly focus on the results. The organizational goals and objectives are met properly and they work for their own interestandhenceistermedasoneofthemostimportanttypesofleadersforthe organizations. These authentic leaders even focus on the long term planning and long term organizational operations and processes (Little, Gooty and Williams 2016, p. 87). This type of leadership is extremely common and is a management style, where the individuals could actinareal,sincereandgenuinemethod,whichistruefortheother individuals.Performances, loyalty and trust are the major issues that are required for the employees.Theseleadersarecommittedanddisciplinedtotheirowngrowthand improvement. Leader Member Exchange (LMX) LMX or leader member exchange theory solely suggests that the actions of leaders are not similar to the respective sub ordinates. There is a number of dyadic relationships for linking the follower with the leader. As per Gooty and Yammarino2016 p. 921, the entire quality of relationship is subsequently reflected by the significant degree of support, loyalty, obligation, respect and trust. As per this particular theory, the leaders could various types of relationships with the several subordinate groups. One of such group is solely referred to as the in group being favoured by the team or organizational leader. The quality of the decisions is affected to a huge extent and hence the relationships lead to the scope of employment. Moreover, the approach of leader member exchange or LMX is responsible for promoting the positive employment experience as well as augmenting the organizational efficiency. Kim, Liuand Diefendorff2015 p. 221 state that, this specific approach is broadly utilized by almost every manager and could even replace most of the
3 EFFECTIVE LEADER MEMBER EXCHANGE predecessors. The latest version of this LMX theory provides the explanation of the growth of vertical two way work place influence and even the team performance in respect to selection or self-selection of the informal apprenticeships within leadership. Psychological Capital or PsyCap PsyCap or psychological capital is defined as the positive situation for the personal development with each and every feature of the self-reliancewhile dealing with the major challenges of the individuals (Kimura 2013, p. 589). This particular factor comprises of a positive impact on the organizational sustainable competitiveness and helping them to gain competitive advantages. PsyCap is also expected to provide positive influence on the organizational benefit and also to reduce the expenses and hence mitigating the negative influences within the company. This type of positive or development state of the individual could be easily characterized by the higher self efficacy, resiliency, hope and optimism (Casimiret al. 2014, p. 372). The positive psychology is the systematic study of optimum humanfunctionalitiesandhencerespondingtothebias.Thefourcapacitiesofthis psychological capital could easily provide a proper balance to the organizational positive attitude and the respective organization. RelationshipbetweenAuthenticLeadership,LeaderMemberExchangeand Employees’ Psychological Capital or PsyCap A relationship within the authenticated leaderships, PsyCap or psychological capital capacities and the theory of LMX has one of the major roles to provide extremely high efficiency and effectiveness for any specific organization. The subsequent relationship then exists for the emergence of leadership after inclusion of attributes like adjustments, self efficacy, conscientiousness, extraversions or various others (Sunet al. 2013, p. 220). Four important capacities of the psychological capital could be responsible to improve dedication or absorption in work. Moreover, the psychological capital can even mediate this relationship
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4 EFFECTIVE LEADER MEMBER EXCHANGE between work engagement and authenticated leaderships. Various organizational members can also manifest the higher level of company commitment to produce even more. This type of connection with employee relations and PsyCap is achieved after considering the help of LMX theory. When the measurement of psychological capital is high, the employees would consist of the positive relation for every individual. Building Psychological Capital for Different types of Employees According to Tse et al. 2013 p. 974, four distinct and specific psychological capital capacities are present, which help the individual to build this psychological capital for several types of organizational staffs or employees. These four capacities of the psychological capital are provided below: i)Hope: The first and the foremost capacity of psychological capital is hope. This is one of the positive motivation state that is considered on the basis of the respective interactive or derived state for each and every success oriented agency. Moreover, this hope is also termed as the goal oriented energy or certain pathways that help the individuals to meet the various objectives and goals of that particular organization. Any individual would get a higher hope when he or she would get a chance to reach to the respective objectives for the proper implementation of ideas to attain all of the goals (Little, Gooty and Williams 2016, p. 96). The most significant objective of these goals is to be inspiring and at the same time to be realistic. The psychological capacity for any employee could not be built if he or she does not have hope. This is extremely important for each of the organizational employees. ii)Optimism: This is the second important and effective capacity of psychological capacity, which refers to the fact that the employees should not only have an expectation for the better results, but also to have a positive feeling for every occurring event in his or her life. The positive events could bring positivity and positive work attitude for that person and
5 EFFECTIVE LEADER MEMBER EXCHANGE hence he or she would be successful. The respective positive events must be pervasive, permanent and internal so that the person obtains better efficiency and effectiveness within the organization. This particular capacity of optimism gets faith for their own capability for the improvement of the specific situation. iii)Resilience: The third capacity of the psychological capital is resilience for the several types of people in any organization. Resilience is majorly based on adversity. The significant returning to the respective former functioning and learning levels could be easily completed from the experiences. These organizational employees thus should comprise of the core capability to cope as well as thrive with each and every work obstacle. iv)Self Efficacy: The next important and significant capacity of the psychological capital for several types of employees is self efficacy. This particular capacity majorly refers to the task specific self-confidence or self-trust with the core belief that these employees would be having the ability to accomplish several organizational objectives efficiently (Kim, Liu and Diefendorff 2015, p. 216). This self-confidence of organizational employees to perform extremely proactively to have the broad roles or responsibilities is one of the main requirement of the specific psychological capital. Professional versus Administrative Employees The employees who are considered as the most important members of company and company and also earn living from similar activities. Each and every professional employee could even describe the important education trainings for the purpose of preparing each of them with main knowledge or skills and then performing the respective professional roles. Moral,professionalandethicalobligationsaretobefollowedbytheseprofessional employees (Martinaityte and Sacramento 2013, p. 991). They comprise of hope, self efficacy, resilience and optimism.
6 EFFECTIVE LEADER MEMBER EXCHANGE The administrative employees could exercise the independent judgment or discretion; however there is a proper duty completion. The two PsyCap capacities for these employees are hope, resilience and self efficacy. Emotional Labour Emotional labour could be described as the most important procedure to mage or control the important expressions or feelings for the fulfilment of job requirements. Most of the workers comprise of an expectation to regulate the emotions, while they could interact with the clients and co-workers. Decision making and proper analysis is also possible with emotional labour (Vidyarthiet al. 2014, p. 468). The PsyCap capacities required here are resilience, self efficacy and hope. Blue Collar versus White Collar Employees The employees who mainly does physical labour mainly or completely are termed as blue collar employees. These employees mainly work in factory and workshops. The outcomes are tangible and could be identified. They comprise of positive work attitude and the capacities of optimism, self efficacy and hope are present within them. The white collar employee can easily complete the administrative, professional and managerial works and they have the capcities of optimism, hope and self efficacy. Impact of Emotions on the Employees’ Performance Emotion of a specific person could be eventually stated as the basic conscious experiences that are being substantially features by several actions of intense mental state and appropriate measurements of pleasure or displeasure. Each of the emotion is even inter connected with moss, disposition, personalities, motivation and temperament. An important and vital aspect of the emotion is termed as cognition (Tseet al. 2013, p. 974). Moreover, this kind of emotional aspect also acts majorly for the emotions, which the persons could feel.
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7 EFFECTIVE LEADER MEMBER EXCHANGE Thevariousmentalprocessesareextremelyimportantforactingasthesignificant understanding of the subsequent events. The emotions are extremely complicated as well as complex and according to the significant theory of Leader-Member Exchange or LMX, some of the basic feeling states are presentandhenceresultinginfewofthephysicalandpsychologicalalterationsfor influencing the behaviour of that particular individual. This particular physiology of emotions is majorly linked with the most effective and efficient arousal of human nervous system. This physiology undertakes the human strengths or even the states of arousal relations for few of the specific results. Hence, the emotions could be considered as one of the major driving forces behind the positive or negative thoughts or motivations. These emotions even comprises of the stronger impact on the total performance of the employees for the specific organization. The specific team spirit, skill of leadership, skill of decision making, job performance could be majorly impacted by the various emotions. Moreover, these innovations, creativities and also the interpersonal relationship is majorly influenced by the organizational employees (Casimiret al. 2014, p. 381). All of these emotions like the interest, grief, anger and trust are not instantaneous and thus these emotions are not prolonged such as mood. Simultaneously, the emotions could be termed as the subsequent summary of several synchronized changes in body or mind, which is responsible to directly affect the effective employees’ performances for the company. Conclusion Therefore, from this essay, conclusion could be drawn that leadership is one of the major requirements in any team or organization for helping the employees or staffs to work under proper guidance. It even provides a positive spirit and attitude towards work and hence the employees are benefitted. Some of the most important and noteworthy characteristics of
8 EFFECTIVE LEADER MEMBER EXCHANGE effective leadership like honesty, trustworthiness, ethics and integrity. These leaders could act in line for earning the rights for being responsible for bringing success in organizations. Stronger leadership solely includes the clarified communication skill and the leaders could speak with and even listen to the staff members. The company could be moved forward by using efficient skills of communications and achieving the new success levels. The above- provided essay has described the core understanding of a relationship within between LMX, psychological capital and authentic leadership with relevant details.
9 EFFECTIVE LEADER MEMBER EXCHANGE References Casimir, G., Ngee Keith Ng, Y., Yuan Wang, K. and Ooi, G., 2014. The relationships amongst leader-member exchange, perceived organizational support, affective commitment, andin-roleperformance:Asocial-exchangeperspective.Leadership&Organization Development Journal,35(5), pp.366-385. Gooty,J.andYammarino,F.J.,2016.Theleader–memberexchangerelationship:A multisource, cross-level investigation.Journal of Management,42(4), pp.915-935. Kim,T.Y.,Liu,Z.andDiefendorff,J.M.,2015.Leader–memberexchangeandjob performance:Theeffectsoftakingchargeandorganizationaltenure.Journalof Organizational Behavior,36(2), pp.216-231. Kimura, T., 2013. The moderating effects of political skill and leader–member exchange on therelationshipbetweenorganizationalpoliticsandaffectivecommitment.Journalof Business Ethics,116(3), pp.587-599. Little, L.M., Gooty, J. and Williams, M., 2016. The role of leader emotion management in leader–member exchange and follower outcomes.The Leadership Quarterly,27(1), pp.85-97. Martinaityte, I. and Sacramento, C.A., 2013. When creativity enhances sales effectiveness: The moderating role of leader–member exchange.Journal of Organizational Behavior,34(7), pp.974-994. Schermuly, C.C., Meyer, B. and Dämmer, L., 2013. Leader-member exchange and innovative behavior.Journal of Personnel Psychology. Sun, L.Y., Chow, I.H.S., Chiu, R.K. and Pan, W., 2013. Outcome favorability in the link betweenleader–memberexchangeandorganizationalcitizenshipbehavior:Procedural fairness climate matters.The Leadership Quarterly,24(1), pp.215-226.
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10 EFFECTIVE LEADER MEMBER EXCHANGE Tse, H.H., Lam, C.K., Lawrence, S.A. and Huang, X., 2013. When my supervisor dislikes you more than me: The effect of dissimilarity in leader–member exchange on coworkers’ interpersonal emotion and perceived help.Journal of Applied Psychology,98(6), p.974. Vidyarthi, P.R., Erdogan, B., Anand, S., Liden, R.C. and Chaudhry, A., 2014. One member, two leaders: Extending leader–member exchange theory to a dual leadership context.Journal of applied psychology,99(3), p.468.