HROB 2010 Chapter Notes - Chapter 7: Organizational Commitment, Work Unit, Job Performance

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 2010
• Professor: Sara Mann

Document Summary

Conceptualizes leadership as a process that is centered on the interacions between leaders and followers. Makes the dyadic relaionship between leaders and followers the focal point of the leadership process. Researchers treated leadership as something leaders did toward all of their followers: implied that leaders treated followers in a collecive way, as a group using an average leadership style. Lmx theory challenged this assumpion and directed the researchers" atenion to the diferences that might exist between the leader and each one of the leader"s followers. Researchers focused on the nature of the verical linkages leaders formed with each of their followers. A leader"s relaionship to the work unit as a whole was viewed as a series of verical dyads. Those based on expanded and negoiated role responsibiliies (extra roles) in-group. Those based on the formal employee contract (deined roles) out-group. If followers are not interested in taking on new and diferent job responsibiliies, they become the out-group.