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Authentic leadership, Team leadership, and LMX Theory
The juxtaposition of Authentic leadership, Team leadership, and LMX theory in relation to team management revealed their close correlation. It is vital to conduct such comparisons and test them in real life because it is the way to create practices that suit ones own managerial or subordinate experience. Each company seems to have a unique work environment where people with different life goals are contributing to an organizational cause. The leaders role here is to convey those organizational ideas and inspire the workforce to perform. An additional issue is to explain that the achievement of the organization benefits the individual goals of its employees. All three theories seem to outline a way to do it. Mutual trust and openness build understanding and allow having a dialog, in which common grounds in a variety of spheres could be found. To my mind, there is an endless amount of possibilities if trusting relationships between members of the team and a leader are established. I believe that creative and productive potential can not only optimize the ongoing processes but also lead to engagement with entirely new ideas and projects. A proactive approach and innovative ideas in the trusting and understanding work environment seem to result in productive knowledge sharing and structural improvement (Yu, Yu, & Yu, 2013).
In the organization where I work, the employer encourages us to speak our minds and share thoughts on company affairs. I have not proposed any valuable corrections regarding workflow or other issues yet, but the colleague has, and now our order handling procedure has become less bureaucratized. Regarding your work experience, I would like to ask, were there any similar propositions from you or your colleagues to your employer? If yes, then has anything changed?
References
Yu, C., Yu, T. F., & Yu, C. C. (2013). Knowledge sharing, organizational climate, and innovative behavior: A cross-level analysis of effects. Social Behavior and Personality: an International Journal, 41(1), 143-156.
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