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RESPOND TO DISCUSSION FROM PEER BELOW

The leader-member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. It suggests that leaders develop an exchange with each of their subordinates, and that the quality of these leader-member exchange relationships influences subordinates' responsibility, decisions, and access to resources and performance.

Relationships are based on trust and respect and are often emotional relationships that extend beyond the scope of employment. Leader-member exchange may promote positive employment experiences and augment organizational effectiveness. It is widely used by many managers and is replacing many of its predecessors.

The latest version (2016) of leader-member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal apprenticeships in leadership.[5] It suggests that leaders select the best and make offers and members of team accept or not. Apprentices who complete the program develop strong emotional attachments with their mentor-teacher.

This is reflected in their descriptions by both of their relationship as one of mutual respect for competence, trust in character and benevolence toward each other. Those who complete the apprenticeship training are more collaborative, helpful to all team members, more deeply engaged in team activities and contribute more to team health and prosperity. This is seen as a win-win relationship by both parties, their team, network and overall organization.

The quality of the leader-follower relationship is the sole determinant of whether the follower falls into the in-group or the out-group. This leads to the question, "What determines the quality of the relationship?" This question cannot be answered easily, and the answers are often debated.

Researchers have come to many conclusions about which variables which determine the quality of the leader-follower relationship: Their level of conscientiousness or extraversion (Lapierre& Hackett, 2007). Their failure to ingratiate their supervisors in the same manner at those in the in-group care to (Colella& Varma, 2001). Their negative views of their organization (Deluga, 1998). Their dissimilarity to their leaders (Wu, 2010).

It seems that many of these determining factors are malleable, or able to be changed over a period of time. If that is the case then why do some followers choose to remain in the out-group?

Out-group members are generally believed to be substandard both socially and professionally when compared with their in-group co-workers. Out-group members tend to have less desirable work attitudes, behaviors, and performance.

They are generally less committed to their organization and choose to remain within their job description vice stepping out for the betterment of the organization. This usually leads to leaders treating them as "hired hands" and providing them less opportunity for advancement.

Leaders also provide less mentorship and have less positive interaction with out-group members (Wu, 2010). In other words, out-group members do not choose to remain in the out-group - they are conditioned to remain there. When followers are placed in the out-group they begin to feel left behind, forgotten, and mistreated.

When followers feel this way they may feel that their position in the organization is fixed leaving no purpose for changing their social or professional behaviors.

In-groups and out-groups in organizations are unavoidable. It is human nature for groups of people to band together when they are placed in a common location. LMX is a leadership tool to allow leaders to overcome this potential difficulty through awareness of the impact of leader-follower relationships. Northouse states that it is important for leaders to be aware of in-groups and out-groups in their workplace (2013).

Identifying out-groups gives leaders an opportunity to improve effectiveness in their organization by improving relationships with out-group members or by, "...recognizing that each employee is unique and wants to relate to [the leader] in a special way" (Northouse, 2013, p. 3378).