1. From an LMX theory point of view, how would you describe Jim's relationships with his employees at the district social security office?
2. Can you identify an in-group and an out-group?
3. Do you think the trust and respect Jim places in some of his staff are productive or counterproductive? Why?
4. As suggested in the chapter, leadership making recommends that the leader build high-quality relationships with all of the followers. How would you evaluate Jim's leadership in regard to leadership making? Discuss.
Jim Madison has been manager of a district office of the social security administration for 6 years, and has about 30 employees working under him. The office provides the public with information about social security benefits and processes retirement, survivor, disability, and Medicare claims. It is a respected office in the town, and most feel Jim is doing a fine job.
Jim takes pride in knowing all employees well but does delegate some primary jobs to six key employees. Two employees typically train staff on changes in the laws; two conduct presentations and information sessions about social security for the public; and two supervise slower claims representatives in the office. Jim calls on these six individualsto do this work because he trusts them, and they do the work well.