Organizational Behavior: Managing People and Organizations - Research Paper Example

Employees are rewarded for mastering a variety of skills needed to meet team performance goals.

2. Determine whether a leader that is not a team player can be effective. Justify your answer.

To lead effective teams, leaders must understand the successful elements of a good team because leaders can effectively teach only what they consistently model. Leaders’ actions, behaviors, and decisions have a direct impact on team members. A leader having knowledge of team processes and dynamics is the key to having an effective team-based organization (Lussier & Achua, 2009). A strong leader has all the qualities of an effective team player. A team player is usually a contributor to the overall success of a group-work, whereas a leader is a key influencer of the overall success and agenda for the group. A leader sets an example for team members. A leader is not only responsible for his/her actions but also for the entire team.

3. Assess the leader-member exchange model. Do you agree or disagree with this concept? Defend your position.

The Leader Exchange Model or Vertical Dyad Linkage Theory discover how leaders and managers develop a relationship with their team members and explain how those relationships can contribute to growth. The theory states that all relationships between managers and subordinates go through three stages: Role-Taking, Role-Making, and Routinization (Griffin & Moorhead, 2011). Role-taking occurs when team member joins a group and the manager evaluates the member’s skills. In Role-Making, a new member starts working on a project and the manager expects the new member will work hard and prove trustworthy. During this phase, group members are divided into two groups: In-Group and Out-Group. In-Group team members receive more attention and support, and more opportunities from their managers whereas, in Out-Group, members get very less consideration and opportunities. In Routinization, routines between team members and managers are established.

The limitation of the Leader-Member Exchange Theory is that it assumes all team members are equally trustworthy. Although we may like to think that everyone is honest, the reality is different!  Managers need to get the best possible outcome, that is, allocating the right people in the right places, and developing and reinforcing success.  Hence, this model can be used to identify and validate any perceptions that managers might have about people on the team.