Write a brief summary of the case study. What are the major facts and concepts addressed in this case study?

Based on the principles of LMX theory, what observations would you make about Carly$$s leadership at Mills, Smith, & Peters?

Is there an in$-$group and out$-$group, and if so$,$ which are they?

In what way are Carly$$s relationships with the four groups productive or counterproductive to the overall goals of the agency? Explain.

Do you think Carly should change her approach toward the associate directors? If not, why? If so$,$ what should she do differently?