A640.5.2.RB - Leader-Member Exchange Theory of Leadership

In this reflection blog, I am to focus on the reading of this week, The Leader-Member

Exchange Theory of Leadership. The leader–member exchange (LMX) theory is a

relationship-based approach to leadership that focuses on the two-way

(dyadic) relationship between leaders and followers.

A leader’s behavior suggests that a leader’s action is not the same towards all

subordinates. This could help explain why some individuals are willing to work harder

than required for leaders that invest in high quality relationships with them. The quality

of the relationship is reflected by the degree of mutual trust, loyalty, support, respect,

and obligation.

Earlier in my aviation career, when it wasn’t a career it was more of a job, yes there were times I

would work hard for certain leaders and not so much for others. The leaders that I would work

harder for I felt or had a better connection with. Maybe it was a common interest, bond, or

friendship. They had, what I know and understand now from learning, emotional intelligence.

They invested the time to get to know me and made me feel valuable to the organization. This

was an advantage of being a part of the in-group, being a part of a group was motivating in and of itself.

Ultimately, people seem wired to adopt the goals of the people around with, particularly when they feel close to those others. Of course, that can be a good thing or a bad thing depending on what the people around us are doing. For that reason, we should be careful to surround ourselves with other people who are engaging in the behaviors that we would like to see in ourselves.

Groups aren’t always successful at reaching their goals. Out-groups can become frustrated or angry because a group you were part of seemed to be taking two steps backward for every step forward—or perhaps you felt it was going only backward.

According to the LMX, leaders form different kinds of relationships with various groups of subordinates. One group, referred to as the in-group, is favored by the leader. Members of in-group receive considerably more attention from the leader and have more access to the organizational resources. By contrast, other subordinates fall into the out-group. These individuals are disfavored by the leader. As such, they receive fewer valued resources from their leaders.

Reference

Rowe, W. G., & Guerrero, L. (2013). Cases in Leadership. Los Angeles: SAGE.