Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Abstract

Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

“…Essa escola, porém, toma a relação entre o líder e cada um de seus seguidores como objeto central de interesse. O movimento começa com a Teoria dos Vínculos Diádicos Verticais (Dansereau, Graen, & Haga, 1975) e evolui até o desenvolvimento da teoria das Trocas entre Líder e Seguidores, conhecida pela sigla LMX (Leader-Member Exchange) (Graen & Uhl-bien, 1995).…”

“…Esses dois tipos de relacionamentos permitiriam a formação de um grupo de seguidores mais próximos do líder e outro mais distante, denominados in-group e out-group, respectivamente (Graen & Uhl-bien, 1995). Relacionamentos de alta qualidade entre um líder e seus seguidores promovem melhores resultados do que aqueles em que o respeito mútuo e a confiança estão ausentes, achados esses que foram confirmados em diversas pesquisas empíricas (Gerstner & Day, 1997).…”

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

“…Managerial leaders view low-quality LMX employees as "hired hands" who can be counted on to act in a largely self-interested fashion and in accordance with their job descriptions. In high-quality LMX relationships, employees act in "partnership" with leaders and make contributions that transcend what would ordinarily be expected of them (Graen & Uhl-Bien, 1995). Consistent with these characterizations, scholars have observed differences in terms of the resources managerial leaders exchange with highand low-LMX employees.…”

“…On this point, Graen and Uhl-Bien (1995) write, "these differentiated relationships resulted from resource constraints on the managers that required them to develop a cadre of trusted assistants to help in the functioning of the work unit. Because these relationships required additional investment of the leader's already limited time and social resources, it was questionable … how many high-quality exchanges a leader could profitably develop and maintain" (p. 227).…”

Thinking about You: Perspective Taking, Perceived Restraint, and Performance

“…Finally, subordinates' restraint from harming their leaders (e.g., by revealing leaders mistakes or weaknesses) is likely to build trust and high quality leader-member exchange (LMX) because these restraint-based interactions represent interpersonal exchanges in which leaders and followers build a reciprocal cycle of mutual obligation (e.g., Dulebohn, Bommer, Liden, Brouer & Ferris, 2012;Graen & Uhl-Bien, 1995). High quality LMX, in turn, should have a positive effect on perceptions of the subordinate's performance because high quality LMX impacts on performance-related and attitudinal variables (see Dulebohn et al, 2012;and Gerstner & Day, 1997 for reviews).…”