Leadership styles as described by many authors aim to ensure smooth process flow within an organization for the actualization of targeted results . Some of these styles have more strengths than weaknesses while others are weaker, but the uniqueness of the organization is what matters most. Leader-member exchange theory suggests that there should be a two-way relationship between leaders and followers. This dyadic association is hypothesized to ensure good working relationships between leaders and their subordinates, which in turn results in positive influence for high motivation, high performance, and achievement of organizational goals. When there is a harmonious relationship between leaders, employees and the organization, there will be job satisfaction and improved productivity. On the other hand, members of a team where LMX is operational tend to form smaller groups of similar minds and behaviors (in-groups); this reduces the leader's level of commitment to just a few members, leaving the whole divided (out-group). It is assumed that group members are always close to the leader and are more committed and oriented towards achieving the set goals. They also learn more quickly from the leader because the relationship makes it possible and easy to impress character and behavior. A positive side of this division (in-group, out-group) is the leader's ability to imprint positive behaviors and character on the out-group members using the in-group members. If the leader ensures that LMX theory is applied to the entire team first, it will be easier to use the inside group to develop the outside group. The follower-self-leader theory as proposed by Houghton and Yoho (2005) is a process through which people influence them... middle of paper ...... cultural and work-related) who will fit into the leadership environment of their choice before hiring. This reduces employee relations problems and makes it easier to adapt to organizational cultures and leadership styles. Works CitedNorthouse, PG (2013) Leadership: theory and practice. 6th ed. London: SageHoughton, JD and Yoho, SK (2005) 'Towards an emergency model of leadership and psychological empowerment: when should self-leadership be encouraged?' Journal of Leadership & Organizational Studies, 11 (4), pp. Available at: http://www.psykol.org/nos/images/7/72/Houghton_and_Yoho_2005_toward_a_contingency_model_of_leadership_and_psychological_empowerment_when_should_self_leadership_be_encouraged.pdf (Accessed: April 4, 2014) http://www.leadership.com.sg/person/self-leadership/what -is-self leadership/#.U0GyxfldXl9http://www.emergingleader.com/article4.shtml