Business and Management Question – Leadership

A Chinese proverb states, “In a broken nest, there are few whole eggs” (World of Quotes, 2011). Within an organization, a broken professional relationship fosters more broken professional relationships to in turn damage the efficiency and effectiveness of the organization. For a leader, any “crack” or “break” in leadership may create future problems within the organization. With use of Leader-Member Exchange Theory and Social Network Theory, an effective leader may find that the creation of positive, professional relationships with subordinates is helpful in preventing breaks in relationships in order to guide an organization toward success.

For this paper, think about the similarities and differences between Leader-Exchange Theory and Social Network Theory. Consider how you might integrate each theory into your own personal, unified leadership theory. Think about how you might use this theory in a public health scenario.

WRITE (4-6 paragraphs) a brief comparison (similarities and differences) between Leader-Member Exchange and Social Network Theory. Then, explain how you might integrate Leader-Member Exchange Theory and Social Network Theory into your personal, unified leadership theory. Finally, relate this personal, unified theory to a public health scenario with which you are familiar.

Finally, provide a substantive response in one or more of the following ways:

Expand on the colleague’s posting with additional insight and resources.
Offer polite disagreement or critique, supported with evidence.
Support your postings and responses with specific references to the Learning Resources and the current literature.

Section 2

Having a Public Health Leadership Theory is essential to any public health leader. With a well-constructed theory, you integrate leadership perspectives into practice in order to offer solutions to public health problems. Also, with a visual representation of your theory, you may present another way to highlight your research with effective design and theory implementation.

For this Project Assignment, you complete another part of your Public Health Leadership Theory based upon your understanding of leadership perspectives you have reviewed in this course. In addition, you must use a systems thinking approach in the development of your visual representation of your personal Public Health Leadership Theory. As you post your visual representation, you may find using a computer scanner helpful in scanning your image and attaching it to your post.

The Assignment (4–5 pages):

This week you will provide a visual representation of your public health leadership theory. It can be a table, schematic diagram, graph, or any other representation you choose. Please feel free to be creative. However, the focus MUST be on leadership. Be sure to provide a narrative explanation that shows how the developed theory can close the “gap” identified in the first part of the project. Additionally explain how it incorporates system thinking. Remember your theory can be based on those that we have learned about or your own. There is no wrong theory. What matters is the explanation of how it addresses the gap and uses system thinking. While this doesn’t have to be addressed now, keep in mind the last part of the project will involve presenting a methodology that tests the developed theory empirically.

Support your Project with specific references to all resources and current literature used in its preparation. You are to provide a reference list for all resources, including those in the Learning Resources for this course.

Below are the learning resources and references;

Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.
Chapter 3, “The Foundations of Modern Leadership”
Davies, A., Wong, C. A., & Laschinger, H. (2011). Nurses’ participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632–643.
Retrieved from the Walden Library databases.
Sin, H-P., Nahrgang, J. D., & Morgeson, F. P. (2009) Understanding why they don’t see eye to eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied Psychology, 94(4), 1048–1057.
Retrieved from the Walden Library databases.
Wilson, K. S., Sin, H., & Conlon, D. E. (2010). What about the leader in leader-member exchange?The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(3), 358–372.
Retrieved from the Walden Library databases.

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