Kellie Boudreaux
CMCN 301
Case Study #7

1. The Leader-Member Exchange Theory (LMX) is one that I find to be the most applicable to leadership in the workplace. LMX theory says that leadership is based on interactions between leaders and followers, and that effective leadership comes from a vertical relationship between the leader and the follower (PSU WC, L.8). These vertical relationships are described as the in-groups and the out-groups. In-group members go above and beyond the job description. They receive more confidence and concern from leaders and their responsibilities are more open ended (Northouse, 2013). The out-group members come to work, do their job and go home. They do not strive to build their responsibilities, but are happy doing what’s expected of them. In my past work experiences, this trend rang true. As I was completing this week’s lesson, I could picture vividly in my mind those I have worked with in the past that have been a part of the in-group and those in the out-group. I have worked an array of jobs; I was a cook/waiter at a small diner, an intern at a facility manager’s office, and an intern for a construction contractor. While working for all of these employers, it was easy to see those who were a part of the in-group and out-group. I think the biggest takeaway from these experiences was that those in the in-group were usually there because of their interest in the job. To create the relationship needed with the in-group, the follower must be committed and passionate about the work. While working at the diner, I started out very strong. I always picked up extra work and did everything I could to get into the in-group with my boss. But as time carried on, I became less interested because I wasn’t really passionate about food service. In my later jobs, all-dealing with construction, I have been able to sustain that push