What is LMX theory?
Many earlier leadership theories assumed a leader uses one style with the whole group. Leader-member exchange (LMX) theory instead takes each leader-follower dyad as the unit of analysis.
Development
- Vertical dyad linkage (VDL; Dansereau, Graen & Haga, 1975): leaders formed high-trust, high-latitude relationships with some members (in-group) and contract-level relationships with others (out-group).
- LMX and outcomes: higher-quality relationships were linked to better performance, satisfaction and commitment and lower turnover.
- Leadership making (Graen & Uhl-Bien, 1995): leaders should build high-quality relationships with all members through three phases, stranger, acquaintance and mature partnership.
In-group vs out-group
| In-group (high LMX) | Out-group (low LMX) | |
|---|---|---|
| Basis | Trust, respect, mutual obligation | Employment contract, formal role |
| Leader provides | Information, latitude, support, opportunities | Prescribed support |
| Member provides | Extra effort, responsibility | Effort within the job description |
Measurement
The most common instrument is the seven-item LMX-7 (Graen & Uhl-Bien, 1995). Meta-analyses (Gerstner & Day, 1997; Dulebohn et al., 2012) report positive links with performance, satisfaction and commitment and a negative link with turnover intentions.
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Criticism
- In-group/out-group differentiation can look unfair or like favoritism.
- How relationship quality develops is under-specified.
- There is debate over unidimensional versus multidimensional measures (LMX-MDM).
See also motivation theories and human relations theory.
References
- Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13(1), 46-78.
- Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory over 25 years. The Leadership Quarterly, 6(2), 219-247.
- Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory. Journal of Applied Psychology, 82(6), 827-844.
- Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange. Journal of Management, 24(1), 43-72.
- Dulebohn, J. H., et al. (2012). A meta-analysis of antecedents and consequences of leader-member exchange. Journal of Management, 38(6), 1715-1759.
- Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). SAGE.