The leadership styles described by many authors are intended to ensure a smooth flow of processes within an organization for the actualization of targeted outcomes. 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 assumed to ensure a good working relationship between leaders and their subordinates which in turn results in a positive influence for high motivation, high performance and successful achievement of organizational goals. When there is a harmonious relationship between leaders, employees and the organization, there will be job satisfaction and better productivity. On the other hand, members of a team in which LMX is operational tend to form smaller groups with similar minds and behaviors (in-group); this reduces the leader's level of involvement to only a few members, leaving the whole divided (out-group). It is assumed that the in-groups are always close to the leader and are more involved and directed towards achieving the set objectives. Furthermore, they learn faster from the leader since the relationship makes the impression of character and behavior possible and easy. A positive side of this division (in-group, out-group) is the leader's ability to imprint positive behaviors and characters on out-group members by using in-group members. If the leader ensures that LMX theory applies to the entire team first, it will be easier to use the internal group to grow the external group. The Follower-Self Leader theory proposed by Houghton & Yoho (2005) is a process through which people influence them... half of the document... in cultural and work environments) who will adapt to the leadership environment they choose before 'hiring. This reduces employee relations problems and facilitates adaptation to organizational cultures and leadership styles. Works CitedNorthouse, PG (2013) Leadership: Theory and Practice. 6th ed. London: SageHoughton, J.D. and Yoho, SK (2005) “Towards a model of leadership and psychological empowerment: when should self-leadership be encouraged?” Journal of Leadership and Organizational Studies, 11(4), pp. 65–83. 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: 4 April 2014) http://www.leadership.com.sg/person/self-leadership/what -is-self leadership/#.U0GyxfldXl9http://www.emergingleader.com/article4.shtml