Evolution Leader–member exchange theory

1 evolution

1.1 4 stages

1.1.1 stage 1: vertical dyad linkage
1.1.2 stage 2: leader–member exchange
1.1.3 stage 3: leadership-making
1.1.4 stage 4: team-making

evolution

much of has become leader–member exchange theory has origins in introduction of vertical dyad linkage theory (vdl) in 1975. vertical dyad linkage theory has become known leader–member exchange theory, although researchers such george b. graen , mary uhl-bien maintain current lmx theory differs markedly vdl work. previous leadership theories had assumed subordinates have similar characteristics , supervisors behaved in same fashion subordinates. gerstner , day explain traditional leadership theories attributed leadership effectiveness personal characteristics of leader, features of situation, or interaction between two. lmx seeks provide different perspective treats each subordinate/supervisor pair individual dyad own relationships. according lmx, quality of dyadic relationship predicts attitudinal , behavioral outcomes (such discussed above) @ individual, group, , organizational level. in 1976 graen published role-making processes in complex organizations in handbook of industrial , organizational psychology, further increasing awareness lmx. before article published, few researchers explored lmx, after publication, lmx became widely-researched , -cited theory.

by 1980s, researchers in field began transitioning vdl lmx, primary difference being new focus on jobs , task domains. 1990s lmx had started become substantial theory, integrating previous theories of organizational citizenship behavior (ocb) , perceived organizational support (pos). became increasingly clear lmx correlated job satisfaction , organizational commitment. in 1995 graen , uhl-bien used 4 stages explain how lmx theory had evolved on time. (a more detailed discussion of these stages follows below.) during first stage theory involved work socialization , vertical dyad linkage, focus on analysis of differentiated dyads, is, in-groups , out-groups. in second stage lmx studies focussed on quality of leader-member relationship , on outcomes. third stage involved creation of prescriptive approach building dyadic relationships. in fourth stage, lmx moved beyond dyad level , researchers assessed @ systems-level, is, @ group , network levels.

from 2000 present, leader–member exchange theory has been researched extensively, adding more correlates , processes, described in #antecedents , consequences sections above. lmx evolving theory crosses dyad-group levels.

the 4 stages

in 1995 paper titled relationship-based approach leadership: development of leader-member exchange (lmx) theory of leadership on 25 years: applying multi-level multi-domain perspective, george b. graen , mary uhl-bien discuss development of lmx through 4 evolutionary stages.

based on graen , uhl-bien


stage 1: vertical dyad linkage

graen , uhl-bien explain research issues relating leader–member exchange began studies on work socialization , vertical dyad linkage found many managerial processes in organizations occurred on dyadic basis, managers forming differentiated relationships reported them. longitudinal studies of management teams conducted in managers , reported them asked describe work , working relationships in terms of inputs, process, , outcomes. when asked describe manager s behavior, different employees gave different descriptions of same person. employees described called high-quality exchanges (also known in-group ), characterized high degree of mutual trust, respect, , obligation. others described low-quality exchanges (also known out-group ), characterized low trust, respect, , obligation. according graen , uhl-bien, vdl research concluded these differentiated relationships resulted manager s limited time , social resources, allowing him/her form few higher-quality exchange relationships.

stage 2: leader–member exchange

in second stage, terminology shifted vertical dyad linkage leader–member exchange. graen , uhl-bien explain vdl research followed series of studies moved theory beyond description of differentiated relationships in work unit explanation of how these relationships develop , consequences of relationships organizational functioning . number of studies analyzed specific characteristics of lmx relationships, , other studies analyzed relationship between lmx , organizational outcomes/consequences. graen , uhl-bien describe central concepts of lmx research @ time as: (1) development of lmx relationships influenced characteristics , behaviors of leaders , members , occurs through role-making process, , (2) higher-quality lmx relationships have positive outcomes leaders, followers, work units, , organization in general.

stage 3: leadership-making

graen , uhl-bien recount research in third stage moved beyond in-groups , out-groups , focused more on producing effective leadership process through development of effective leadership relationships. according graen , uhl-bien, key difference in stage says managers should make high-quality lmx relationships available employees, rather having differentiated relationships among employees described in vdl approach. stage uses leadership making model provide more prescriptive , practically useful model of leadership development. idea of leadership making began 2 longitudinal field experiments analyzed happen if leaders trained give of subordinates opportunity develop high-quality relationship. results showed performance of subordinates took advantage of opportunity develop high-quality lmx improved dramatically. overall, performance of work unit improved increasing number of high-quality lmx relationships. leadership making model developed based on these studies emphasize importance of forming high-quality relationships within organizations , outline process how these relationships might formed , maintained in practice. model describes process in leader–member relationships go stranger phase (characterized formal, contractual interactions) acquaintance stage (characterized increased social exchanges , sharing of information , resources on personal , work level) level of mature partnership exchanges (characterized in kind exchanges behavioral , emotional, loyalty, support, mutual respect, trust, , high degree of incremental influence).

stage 4: team-making

at fourth stage graen , uhl-bien propose using systems-level perspective investigate how differentiated dyadic relationships combine form larger, network systems. these networks make organization s leadership structure , or pattern of leadership relationships among individuals throughout organization . graen , uhl-bien explain leadership structure emerges network of relationships , mutual dependencies develop organization members fulfill roles , complete tasks. investigation @ stage analyzes task interdependencies , quality of relationships develop due these interdependencies. specifically, research seeks identify more effective leadership relationships have large impact on task performance how differentiated relationships affect each other , entire leadership structure.