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You will prepare a complete original case study package, done in the format of an Analytical In. This will include the Case, (you will create for a job related problem as a supervisor, Chief etc. that you will solve), Areas of Interest, Logical Chain of Events, and at least 6 theories (which are attached as well as one being Transformational Leadership theory), a root cause and a DETAILED Leader Action Plan.
- (Individual)’s Comparison other is (list individual).
- (Individual) perceives his (identify personal/own inputs from case study).
- (Individual) perceives his outcome (list from case study).
- (Individual) perceives the inputs of his/her comparison other as (list from case study).
- (Individual) perceives the outcomes of his/her comparison other as (list from case study).
- (Individual) has employed the resolution techniques of (list resolution techniques from below list) **Only list the ones that apply**
- Altering Inputs – change the amount/quality of work they submit to make effort match the reward received.
- Attempting to alter outcomes –trying to get more for what is already done. (Can be grievance/lawsuit plead to boss).
- Changing the comparison other – Finding a new person when dissatisfied with results of current comparison (Can be used by leader).
- Acting on comparison other – Doing/saying something directed at the other person to get them to change the effort they are exerting to make inputs/outcomes equal their own. **FOR TEST PURSPOSES – ONLY MEANS PHYSICAL ALTERCATION**
- Cognitively distorting – Adjusting their perception of reality so to explain an unfavorable outcome. (“I did not want the promotion anyway”/Doesn’t want the reward).
- Leaving the field – Refers only to quitting
(Individual)’s perceived inequitable situation with his/her comparison other (Individual), has caused a decrease in motivation, satisfaction and performance, as evidenced by AOI’s:
Individual Outcomes Comparison Other Outcomes
Individual Inputs Comparison Other Inputs
I must restore (Individual)’s perception of equality with actions that support organizational goals.
Leader Member Exchange Theory (LMX)
LMX: The Leader’s tendency to treat individual followers differently, with some followers becoming more trusted and closer to the group leader (In-Group), while others are relegated to a more distant and less influential position in the group (Out-Group).
- With whom does this leader have In-Group relationships?
- With whom does this leader have Out-Group relationships?
- For each Out-Group follower list the missing common indicators of an In-Group relationship (List the name, followed by the missing indicators as indicated below)
Six Common Indicators of an In-Group relationship:
- Higher degree of communication: Tendency to communicate more or selected information to In-Group members while leaving Out-Group members relatively uninformed.
- Influence in Decisions : Leader will discuss key decisions with an In-Group follower and ask for their input while an Out-Group follower is rarely included in the decision making process.
- Priority of Task Assignment: In-Group follower tends to be assigned valued tasks such as career enhancing, high visibility assignments while an Out-Group follower would tend to be assigned less attractive tasks.
- Job Latitude: In-Group follower granted much more freedom on assigned tasks while Out-Group follower required to gain leader approval at short intervals on job related tasks.
- Support – Degree to which a leader stands behind activities of others. Leader is much more willing to go to bat for In-Group member than Out-Group member
- Attention or Mentor Type Activities – In-Group members tend to have a mentor/protégé relationship with the leader as opposed to Out-Group members that rests on the formal authority structure of the organization
Because (List name of the person(s) from the Out-Group) has been placed in the Out-Group, it has negatively affected the motivation, satisfaction, and performance of the individual, group and organization.
The individual has been affected as evidenced by AOI’s:
The group has been affected as evidenced by AOI’s:
The organization has been affected as evidenced by AOI’s:
(The leader, you) must apply the Leader Member Exchange Theory to bring (List name of the person(s) from the Out-Group) into his In-Group by (list missing indicators – i.e. increasing communication, influence in decision making, etc. from the above mentioned list)