The Social Network Theory views relationships based on both the Ties and Nodes. Nodes are actors found within the networks, while the ties are how the actors relate with each other (Westaby et al., 2020). The kind of Ties found between the nodes always vary. Therefore, social networks map all the necessary links located between the nodes under analysis. On the other hand, the Leader-Member Exchange Theory embraces a relationship-based approach to leadership. The Theory focuses on a bilateral partnership between leaders and the subjects (Wilson et al., 2010). Furthermore, it leads to creating extra resources for the subordinates and guarantees a restricted flow of information.
There are several similarities and differences between the Social Network Theory and the Leader-Member Exchange Theory. Considering their similarities, both share a common ideology that mainly focuses on building relationships between a leader and the subject. The two theories focus on creating productive and meaningful interpersonal relationships between the leadership and the staff in a workstation. In this case, the connections form as a result of trust, maximum respect, support, loyalty, and transparency.
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The main difference between the Social Network theory and the Leader-Member Exchange Theory is that the former focuses on a structure that mainly depends on the Nodes and actors' interface. The Nodes are primarily the people with social interconnections among them. On the other hand, the LMET embraces a dyadic form of a relationship between the leader and the subjects (Wilson et al., 2010). The leaders engage in various social interactions with their followers, resulting in positive relationships between them.
Integrating the Social Network Theory with the Leader-Member Exchange Theory into a personal unified leadership theory would empower me to explore the impacts of the two types of social relationships on innovative employee behavior. Nevertheless, to initiate a successful integration of the two approaches, there are various methods that I would employ. First, I have to understand the basics of the two theories. Indeed the two Theories thrive under the basis of communication and interpersonal relationships. Therefore, any strategy that I employ must revolve around the two aspects. The best approach I would use first is to build employee relationships based on trust, loyalty, and affiliation. The three attributes are part of the similarities between the social Network Theory and Leader-Member Exchange Theory.
Secondly, I would design proper communication channels accompanied by frequent leader employee interactions with a sense of motivation and service. Furthermore, this strategy can be of success. There must be a proper flow of free information between the leadership and the subordinates. Communications will flow directly from the administration, through the various Nodes, and to the subordinate members. As for the leaders, the executive may use direct engagement strategies to pass information.
Public health challenges are becoming more sophisticated due to strained relations among its stakeholders (Edberg et al., 2007). One of the most significant issues in the public health sector is how to formulate the most efficient service delivery method. In this scenario, a leadership style is a fundamental factor that influences service provision. Leadership style also contributes significantly in determining the level of transparency, trust, and affiliation within the public health sector. The unified leadership approach suitable for the public health sector must focus on the identified gaps. The gaps may be a strained relationship between the doctor and the nurses.
In conclusion, the unified leadership approach ought to address problems related to human social judgment. It ought to provide a blueprint of how to coordinate human resources, which are mainly social skills. Nevertheless, the unified leadership approach has to be guided by a directive leadership behavior. As a result, the level of mastery of the staff members will improve, and they will also have a sense of self-motivation to strive for various positions.
References
Edberg, M., & Edberg, M. C. (2007). Essentials of health behavior: Social and Behavioral Theory in public health . Jones & Bartlett Publishers.
Westaby, J. D., & Parr, A. K. (2020). Network Goal Analysis of Social and Organizational Systems: Testing Dynamic Network Theory in Complex Social Networks. The Journal of Applied Behavioral Science , 56 (1), 107-129.
Wilson, K. S., Sin, H. P., & 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.
