Leader-member exchange and organizational communication : facilitating a healthy work environment /: facilitating a healthy work environment. (2021)

• Record Type: Book
• Further Information: Note: Leah M. Omilion-Hodges, Jennifer K. Ptacek.
• Authors: Omilion-Hodges, Leah M; Ptacek, Jennifer K
• Contents: Chapter 1. What is Leader-Member Exchange Theory and Why Does it Matter to Me? Chapter 1 introduces Leader-Member Exchange Theory and speaks directly to the following question: Why does this theory matter to me? The authors review and summarize the over four decades of related research and tell employees and formal leaders how this theory can help them to predict their organizational experience. That is, we translate theoretical findings for leaders and show them how their level of investment in their employees is likely to play out in terms of workgroup and organizational successes. Additionally, we also look at the flip side and provide prescriptive outcomes for employees and address how they may make minor changes that may result in major changes to the quality of their leader-member relationship. Chapter 1 also takes readers on a historical tour of the evolution of LMX from its conception as vertical dyad linkage theory to the dynamic, interdependent relational phenomenon it is today (Sheer, 2015). Infographics will highlight the benefits of high-performing leader-member couplings and the challenges that are likely to emerge in strained leader-member dyads. This chapter also addresses how leader-member relationships are likely to flourish or flounder based on the enactment of power. French and Raven's (1958) five sources of power (i.e., reward, coercive, expert, legitimate, and referent) are considered in regard to the role of a formal leader. Through common organizational scenarios (i.e., performance evaluations, running meetings), we illustrate how a leader may communicate these various sources of power and how employees may interpret these communicative overtures. Potential positive and negative outcomes of the various sources of power are also discussed in light of the development and maintenance of high-quality leader-member relationships. In short, we acknowledge those in titled leadership positions are not always right or moral or immune to bad decisions. However, we do link position power to thoughtful, other and group-oriented decision-making, giving practicing leaders an opportunity to consider the weight of their authority and communication directives. This introductory chapter also points out some of the downfalls of LMX theory, particularly in terms of measurement in that the vast majority of academic literature stems from surveying only one of the parties: members. Chapter 1 also features a graphic of the lineage of leadership literature to show readers the shift from focus on tasks to focus on relationships. Spotlighting the importance of relationships simultaneously highlights the impact of communication. As an extension of the introductory chapter, this chapter highlights how in-group and out-group members may interpret the same situation in very different ways. Our goal with this feature it to show leaders how even their best laid out plans may go awry if they are not mindful of relational differences in their ranks. Chapter 2: Leadership & Communication: Demystifying the Steps to Success Leadership is in the eye of the beholder (Fairhurst, 2015). And often the main criterion used to determine the quality of one's leadership is their communication ability. Why not a leader's output or organizational successes? Well, in short because without adept communication skills in place, the leader is not likely to rack up too many successes or those wins are likely to be short lived. At its heart, leadership means to influence. If a leader is unable to communicate a clear vision, develop productive and trusting relationships with members, listen to their concerns, etc., then his or her tenure is likely to be brief. Moreover, as the employee with more position power, the leader is charged with communicating on behalf of their team to argue for additional resources or to remove organizational obstacles. Chapter 2 provides leaders and employees with concrete steps to sharpen their communication skills. This chapter coaches readers on how active listening differs from simply hearing and presents the myriad benefits research shows of active listening. Relatedly, through easy to navigate charts that show what to do and what not to do and what to say and what not to say, the relevant scholarly literature is presented in an accessible way. Not only does this initial chapter address communication in traditional face to face environments, but also provides specific tips for modeling exemplary communication behaviors in mediated channels. In addition to a focus on active listening and intentional word choice, immediacy behaviors—or non-verbal behaviors—are also presented with an eye to translating empirical data for immediate integration into the workplace. While non-verbals are paramount in face to face interpersonal situations, we also discuss how to be mindful of tone via text channels and how to approach non-verbals over mediated channels such as Skype and Zoom. In concert with proactive leadership communication skills, this chapter also begins the conversation about successfully addressing and navigating conflict. Ignoring conflict does not mean that the misunderstanding is resolved or that it will simply go away. Unaddressed conflict often tends to grow legs and morph onto other unrelated aspects of work. Therefore, part and parcel with leadership communication is the ability to acknowledge conflict, facilitate a dialogue, and help to parties to move to resolution. This chapter leaves readers with tangible solutions for how to navigate conflict between a leader and a member, among two or more members, and gives leaders tips for how to approach interpersonal challenges they may have with their own leader. Chapter 3. Coworkers: Sources of Support or Relationships Gone Sour It has been argued that peers make the place (Chiaburu & Harrison, 2008). For many, developing relationships with their coworkers can be a source of informational and social support and a trusted sounding board (Madlock & Booth-Butterfield, 2012). However, research illustrates that developing strong relationships with peers may not be as easy as it seems on the surface. Rather, the quality of the relationship one shares with their leader largely dictates who they are likely to befriend. Namely, those with high-quality leader-member relationships tend to develop trusted associations with each other and the same goes for those with less effective leader-member relationships. Put simply, like attracts like. Thus, employees who are seen as high-performers and trusted by the leader tend to stick together and those who the leader treats as low-performers tend to develop friendships. What does this mean in the workgroup? Life for in-group members, those who have high-quality leader-member relationships, tends to continue to look up in form of their peer relationships. Coworkers who have productive leader-member relationships are the recipients of positive resources (Omilion-Hodges & Baker, 2017) such as access to the sensitive or strategic organizational information, professional development opportunities, and constructive feedback. Having access to these resources among others (see Omilion-Hodges & Baker, 2017 for full review) means that these in-group members have greater stocks to draw from and apply in their work. It also means that they have more informal power, usually in the form of information, that they are likely to share with their workgroup friends. This also means that out-group members not only receive fewer positive resources from their leaders, but also that they collectively have less to share or exchange with other out-group members. This suggests that once someone has become an out-group member, it becomes difficult if not impossible, to transform their employee experience. After translating relevant coworker-exchange literature for readers, chapter 3 focuses on providing practical tips for employees to enhance their peer relationships. More specifically, we present the literature on informal mentoring and parcel out pragmatic suggestions for leaders and for members. This approach helps to empower readers by giving them prescriptive, communication-rooted steps that they can take to facilitate more effective peer relationships and demonstrate their own personal leadership skills in the workplace. Research indicates that employees who serve as peer mentors are promoted more quickly than workgroup members who are not actively demonstrating informal leadership. Chapter 4: Fitting into the Workgroup: Relationships within the Team The natural extension of leader-member and peer relationships is considering how they individually and collectively impact workgroup functioning. Leaders may not be aware of how their communication tendencies may impact the culture and output of their workgroup as a whole. This chapter reviews and summarizes scholarly literature at the intersection of leader, peer, and team relationships and functioning. Addressing potential best-case and worse-case scenarios, chapter 4 shows leaders and members how individual relationships can propel workgroups to greater success or on the other hand, tamper their successes. This chapter also leans into the potential downfalls of LMX theory – the potential for leaders to assemble special inner circle of trusted employees who are demographically similar to themselves. Considering this, Chapter 4 addresses some of the natural communication challenges that arise when attempting to communicate across differences and among a group as well as how to be successful in these potentially trying scenarios. In addition to illustrating potential team-level outcomes, this chapter addresses a timely issue—managing various types of groups including virtual teams. Traditional face to face workgroups, virtual teams, self- and co-lead teams, and teams with an ambiguous leadership structure are also considered. The focus on communication in this chapter comes i
• Publisher Details: Basingstoke : Palgrave Macmillan
• Publication Date: 2021
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 658.45; Business communication; Transformational leadership; Corporate culture
• Languages: English
• ISBNs: 9783030687564
• Related ISBNs: 9783030687557
• Notes: Note: Description based on CIP data; resource not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
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