Conduct an Internet search for Psychological Contract and explain the concept.

1. Take the LMX 7 Questionnaire (click)Take it two times – one as a leader and one as a follower. What are your results. Be specific. Based on the questionnaire, what areas do you find challenging.  What could you do to improve? (1 page minimum)
2.One important concept in Leader-Member Exchange Theory is the Psychological Contract.  Conduct an Internet search for Psychological Contract and explain the concept.  Give several examples of the employer and employee expectations in the contract.  Why is it important to quickly understand the contract expectations from the company, supervisor and employee standpoints?  What happens when the contract is “broken”?  (1 page minimum)
3.Watch the following videoS concerning the Pygmalion Effect. https://youtu.be/A4rj_DApkZQ & https://youtu.be/4aN5TbGW5JA

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Summarize the videos.  How does the Pygmalion Effect impact the relationship between the workplace leader and follower?  How does it impact performance? (2 pages minimum)
chapter 7 Leader–Member exchange Theory 157
LMX 7 Questionnaire
Instructions: This questionnaire contains items that ask you to describe your relationship with either your leader or one of your followers. For each of the items, indicate the degree to which you think the item is true for you by cir- cling one of the responses that appear below the item.
1. do you know where you stand with your leader (follower) . . . [and] do you usually know how satisfied your leader (follower) is with what you do?
rarely occasionally sometimes Fairly often Very often
1 2 3 4 5
2. how well does your leader (follower) understand your job problems and needs?
not a bit a little a fair amount Quite a bit a great deal
1 2 3 4 5
3. how well does your leader (follower) recognize your potential?
not at all a little Moderately Mostly Fully
1 2 3 4 5
4. regardless of how much formal authority your leader (follower) has built into his or her position, what are the chances that your leader (follower) would use his or her power to help you solve problems in your work?
none small Moderate high Very high
1 2 3 4 5
5. again, regardless of the amount of formal authority your leader (follower) has, what are the chances that he or she would “bail you out” at his or her expense?
none small Moderate high Very high
1 2 3 4 5
6. i have enough confidence in my leader (follower) that i would defend and justify his or her decision if he or she were not present to do so.
strongly disagree disagree neutral agree strongly agree
1 2 3 4 5
7. how would you characterize your working relationship with your leader (follower)?
extremely Worse than average Better than extremely ineffective average average effective
1 2 3 4 5
 

Priscilla Almanza

Priscilla Almanza

Priscilla Almanza

Priscilla Almanza

Priscilla Almanza

Priscilla Almanza

 
158 Leadership Theory and pracTice
By completing the LMX 7, you can gain a fuller understanding of how LMX theory works. The score you obtain on the questionnaire reflects the quality of your leader–member relationships, and indicates the degree to which your relationships are characteristic of partnerships, as described in the LMX model.
you can complete the questionnaire both as a leader and as a follower. in the leader role, you would complete the questionnaire multiple times, assessing the quality of the relationships you have with each of your followers. in the follower role, you would complete the questionnaire based on the leaders to whom you report.
Scoring Interpretation
although the LMX 7 is most commonly used by researchers to explore theo- retical questions, you can also use it to analyze your own leadership style. you can interpret your LMX 7 scores using the following guidelines: very high = 30−35, high = 25−29, moderate = 20−24, low = 15−19, and very low = 7−14. scores in the upper ranges indicate stronger, higher-quality leader–member exchanges (e.g., in-group members), whereas scores in the lower ranges indi- cate exchanges of lesser quality (e.g., out-group members).
soUrce: reprinted from The Leadership Quarterly, 6(2), G. B. Graen and M. Uhl-Bien, “relationship-Based approach to Leadership: development of Leader–Member exchange (LMX) Theory of Leadership over 25 years: applying a Multi- Level, Multi-domain perspective,” pp. 219–247. copyright (1995) with permission from elsevier.

 
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