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Relational Leadership

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Consider the relationships that you have with fellow employees and leaders in your organization. Reflect on the processes that you went through in building those relationships. Consider how those relationships impact the organization and influence its success.


1. Based on research from literature, what strategies do effective leaders use to build relationships? How do these strategies impact an organization's success?

2. How is relationship building accomplished in a global organization? What are the unique challenges?

3. Of the strategies you identified, which do you employ in building relationships? Cite specific examples and their outcomes.

Kindly assist with these 3 questions. Please address all areas. Please also include scholarly references.

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1. Based on research from literature, what strategies do effective leaders use to build relationships? How do these strategies impact an organization's success?

Relational leadership is often referred to as intergroup leadership. According to Hogg, Knippenberg, and Rast (2012) intergroup leadership requires a cognitive discovery of the organizations relational identity. Relational identity is determined through assessing the interdepartmental group dynamic.
Leader-Member Exchange Theory is the concept of initiating relationship of exchange between two parties who posses a mutual understanding of each parties quintessential roles. For example, when you go to a job interview you automatically determine whom the leaders are. Departmental leaders exude authority because they are the people who make the decisions regarding future employment and daily operations.

Yukl (2010) states that the leader/subordinate relationship begins with an initial "testing phase in which the leader and subordinate evaluate each other's motives, attitudes, and potential resources to be exchanged." Reverting back to my initial interview example, the interviewer and interviewee are engaging in the testing phase or more simply put, the "getting to know you" phase. The interviewer evaluates the credibility of the applicant, checks references, background, and credit history to obtain reputable character traits of the employee or discover significant character flaws. If the testing phase is successful then the mutual role expectations are established. Some relationships never go beyond this first stage. For example, the applicant may never make it to the second or third interview. Or, in terms of a relationship seeker, the dater may never have a second date because he or she didn't pass the initial personality-testing phase. "If the relationship proceeds to the second stage, the exchange arrangement is refined, and mutual trust, loyalty, and respect are developed" (Yukl, 2010).

The roles of employer/applicant are clearly defined. The employer/employee relationship is formulated on the basis of competence, dependability, and compatibility, i.e. does the employee's ...

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The following posting answers questions regarding how relationships impact the organization and influence its success.

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Evolving Leadership Models

Recent theoretical developments in leadership paradigms seem more inclined to frame leadership concepts within the context of moral philosophy, interpersonal growth and spiritual values, topics discussed in business leadership models. Some examples include transformational leadership (Burns, 1978; Bass, 1990), Servant-Leadership (Greenleaf, 1977), Relational Leadership (Brower, Schoorman, & Hwee, 2000) and Spiritual Leadership (Vail, 1998).

Conduct a preliminary search of these models, and select one that resonates best with your own leadership style.

1. Select two and compare and contrast these two models, with particular emphasis on the implications of these models for the leader follower-relationship and the organizational culture.
2. To what degree do these models represent a theory that is grounded in experience or fact, or just a "fad"? Defend the arguments with academic sources.

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