Week 4 Reflection

Reflecting upon my first month at Pennsylvania Health Care Association, I have observed relationships and interactions among those working in the office that are complemented by the Leader-Member Exchange Theory (LMX Theory).  LMX Theory explores how leaders and managers develop relationships with team members individually to ultimately create in-group and out-group divisions that contribute to the growth or hindrance of team members.  The theory walks through three phases (Role-Taking, Role-Making, and Routinization) to show the development of relationships between managers and team members.  Although I was not present for the onboarding of team members in the office, I observe groupings in the office through collaborative work and casual friendships that may give insight into the process described in the LMX Theory.

Besides the summer internship program, the Director of Government Affairs and Advocacy is the newest staff in the office, onboarded in March 2021 in the midst of the COVID-19 pandemic.  Therefore, when PHCA opened the office for staff to come back, it was his first time in the office and meeting coworkers.  While he was going through the role-taking and role-making process, he began to establish an identity with others in the office who worked on similar projects.  As Director of Government Affairs and Advocacy, he collaborated closely with the communications team.  Additionally, the current CEO was formerly the Director of Government Affairs and Advocacy, so he serves as a mentor to the new team member.  Taken together, these members in the office have created a strong in-group sentiment, rooted in the work they do and their interests in the sector.  

In contrast, though, is the relationships established between the COO and each of the members in the office.  As another executive member, I am tempted to apply my observations of his leadership to the LMX Theory; however, I recognize that the COO and CEO have different leadership styles.  While the CEO sought to establish individual relationships with team members, the COO is extremely task-oriented and treats everyone in the office in a similar manner. At this, the LMX Theory’s process dissipates because the COO does not look to develop personal relationships.  Although he is personable and understanding, his leadership style is dominated by task prioritization, dismissing the process of role-taking to routinization from LMX Theory.  In this way, there is no concern for in-group versus out-group dynamics when working with him, which is effectively better for task completion in the office.  The LMX Theory discusses important implications of leadership styles and effectiveness, it is not always applicable to leaders in every situation.