Leaders and Followers Form Relationships, and the Essay

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leaders and followers form relationships, and the impact of those relationships on followers, leaders, and organizations. These include relational leadership theory (RLT), leader-member exchange theory (LMX), and direction-alignment-commitment (DAC). For your initial post for this discussion, compare two of these leadership models. Present your analysis of the similarities and differences of the models. Then, address how you could apply these two models to help leaders become more effective. Which of these models might help you become a more effective leader, and in what ways?

Relationship Leadership Theory can provide a framework for the study of leadership looking at evolving social orders and change. It looks at relationships in two ways- as the outcome of investigations and the context for action. Therefore, RLT can help one become a more effective leader by incorporating the idea of change into the model. Leader-member exchange theory explains how relationships between the members of a group and the groups' leader(s) develop in unique ways. LMX postulates that organizational success increases when there are positive relationships between the leader and group subordinates.

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I find that LMX would help me be a more effective leader by helping me develop better relationships with all of the group members, rather than concentrating on an inner circle and excluding some other group members.

Drath, W., McCauley, C., Palus, C., Van Velsor, E., O'Connor, P., & McGuire, J. (2008).

Direction, alignment, commitment: Toward a more integrative ontology of leadership. The Leadership Quarterly, 19, 635-653.

Graen, G. & 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. Leadership Quarterly, 6(2), 219-247.

Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The….....

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