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from followers, who are included in the process of addressing problems and finding solutions.' (Avolio et al., 2003)

Individualized consideration:

'Leaders pay attention to each individual's need for achievement and growth by acting as a coach or mentor. Followers are developed to successively higher levers of potential. New learning opportunities are created along with a supportive climate in which to grow. Individual differences in terms of needs and desires are recognized.' (Avolio et al., 2003)

1.1.3 LMX Leadership

In the available literature there is done a lot of research with regard to the relationship between LMX and commitment. Howell en Hall-Merenda (1999) argued that LMX and transformational leadership can be seen as complementary. The effects of transformational leadership and LMX on the commitment of employees are equal. Consequently, when the term transformational leadership is used in this review it is also applicable to LMX. For this reason, in this thesis only the term transformational leadership will be used. Furthermore in this paragraph, LMX leadership will be shortly explained.

The theory of a LMX is based on the fact that not every employee receives the same treatment from his leader. Every leader develops his own unique relationship with every individual employee. (Liden & Maslyn, 1998). Every relationship of leaders and subordinates has his own characteristics with respect to the interaction between the leader and the subordinate. There are four different components who describe the relationship between a leader and his subordinate. Affection, loyalty, task-related behavior and respect. Affection is related to the 'like-factor'. Loyalty means that the employee and leader publicly support each other's behavior and character. Task-related behavior is related to the performance in the organization. Finally, respect is related to respect for each other's professional knowledge and skills. (Liden & Maslyn, 1998). Every relationship can have each of the different components. But it is also possible that all of the components are applicable on the relation. Close relationships can be characterized with confidence, respect, mutual influence and likeability. These relationships, with a high LMX, are called 'in-group'. Opposite relations, thus not a close relationship, is just a work relationship because of the contract that is signed. These relations, with a low LMX, are called 'out-group'. (Dansereau, Graen, & Haga, 1975).

Thus, the theory of Leader-Member Exchange argued that every relationship between a leader and a subordinate is unique and develops in course of time.

1.4 Conclusion
This paragraph is a short conclusion about leadership. In the foregoing paragraphs there is an overview of what types are mainly used and most successful. In this paragraph a comparison between transformational and transactional leadership will be made.

There is much literature available about leadership. As mentioned above Howell en Hall-Merenda (1999) argued that LMX and transformational leadership can be seen as complementary. For this reason, only transformational leadership will be discussed in this thesis. However, there is no clear agreement with reference to transactional and transformational leadership. Bass (1985) suggested that the best way of leadership is a combination between these two sty