Case 7.3

1. As noted in the chapter, the early research of LMX focused on the concepts of in-groups and out-groups?

a. How do you think applies to Pixars approach to leading the large teams required for the making of its feature films?

b. From what you have gleaned about Pixar, do you feel that team members have a strong sense of a division between in-groups and out-groups? Why or why not?

c. Do you think that most members of Pixars teams feel they are part of the in-group?

d. Do you think the creative abrasion discussed in the case is something that is a product of an in-group mentality? Why or why not?

e. What about those who might perceive themselves in the lout-group, would creative abrasion be possible or productive? Why or why not?

2. Later LMX studies focused on the leader-member exchanges. Given what you know about the work environment, how would you rank the quality of the leader-member exchange at Pixar? Why?

3. Do you think the induvial Pixar team members feel a sense of empowerment?

4. In looking at the phases of leadership discussed in the text, in what phases do you think a highly innovative company, like Pixar, would fall? Why?

5. Does Pixars culture allow for the stages of affective processes in LMX development-role taking, role making, and role routinization-to occur? Explain your answer.