Lmx Theory

Topics: Management, Exchange, Social exchange theory Pages: 4 (799 words) Published: March 18, 2013
Leader-Member Exchange (LMX) Theory

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Leader-Member Exchange (LMX) Theory
Explanations > Theories > Leader-Member Exchange (LMX) Theory Description | So What? | See also | References

Leader-Member Exchange Theory, also called LMX or Vertical Dyad Linkage Theory, describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members. In-group and out-group In particular, leaders often have a special relationship with an inner circle of trusted lieutenants, assistants and advisors, to whom they give high levels of responsibility, decision influence, and access to resources. This in-group pay for their position. They work harder, are more committed to task objectives, and share more administrative duties. They are also expected to be fully committed and loyal to their leader. The out-group, on the other hand, are given low levels of choice or influence. This also puts constraints upon the leader. They have to nurture the relationship with their inner circle whilst balancing giving them power with ensuring they do not have enough to strike out on their own. The LMX process These relationships, if they are going to happen, start very soon after a person joins the group and follow three stages. 1. Role taking The member joins the team and the leader assesses their abilities and talents. Based on this, the leader may offer them opportunities to demonstrate their capabilities. Another key factor in this stage is the discovery by both parties of how the other likes to be respected. 2. Role making In the second phase, the leader and member take part in an unstructured and informal negotiation whereby a role is created for the member and the often-tacit promise of benefit and power in...

References: Dansereau, Graen and Haga (1975), Graen and Cashman (1975) — Contact — Caveat — About — Students — Webmasters — Awards — Guestbook — Feedback — Sitemap — Changes —
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