How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 163

9. LMX Relationships
Dulebon, Bommer, Liden, Brouer & Ferris (2011) and Scandura & Graen (1984) apply
role theory and social exchange theory to leadership.
In the resulting Leader Member Exchange Theory (LMX), LMX is best conceptualized as
an abstract notion that is broadly defined and captures the tendency to behave in
relationally supportive ways. It contains facets of AFFECT, LOYALTY, CONTRIBUTION
and PROFESSIONAL RESPECT.
Affect:
Loyalty:
Contribution:
Professional Respect:

I like this individual very much as a person
This person would come to my defense if I were attacked
by others.
I do work for this person that goes beyond what is
specified in my job description.
I respect this person’s knowledge of and competence
on the job.

In High LMX relationships, the leader provides benefits (increased pay, better work
assignment, career support, …) and greater negotiation latitude.
The follower provides commitment, loyalty and extra effort.
This kind of relationship has been shown to positively relate to organizational
performance and attitude variables, particularly for followers.
Studies have consistently found a relatively strong positive relationship between LMX
and the more cooperative soft influence tactics. (With exception of exchange tactics.)
Yet although overall hard influence tactics had a weaker relationship with LMX than soft
tactics, studies failed to reveal a negative relationship between LMX and forceful hard
influence techniques, with one hard tactic even having a significant positive relationship
(legitimating.)