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LMX theory of
Leader-member exchange (LMX) leadership and
theory of leadership and HRD HRD
Development of units of theory and laws
of interaction 531
Dae-seok Kang Received July 2006
College of Business Administration, Inha University, Incheon, Revised October 2006
Accepted November 2006
Republic of Korea, and
Jim Stewart
Nottingham Business School, Nottingham Trent University, Nottingham, UK
Abstract
Purpose The purpose of this paper is to examine the relationship between leader-member
exchange (LMX) and human resource development (HRD) to gain a better understanding of the
LMX-performance relationship through connecting LMX and HRD theory.
Design/methodology/approach Dubins framework is used for the purpose of linking LMX with
HRD. Except that the last three steps (empirical indicators of key terms, hypotheses, testing) involved
conducting empirical research, the authors employ steps 1 through 5 to build an HRD-based LMX
model, i.e. the first step specifies that the units of the theory be identified; the second step involves
establishing the laws of interaction applicable to the units of the theory. The third and fourth steps
define boundaries for an HRD-based LMX model and suggest propositions for future empirical
research. In addition, to lessen the likelihood of some redundancy the system states are included with
the laws of interaction.
Findings LMX and HRD (as represented by identified outcomes) theories are linked by at least
three key factors: trust, empowerment, and performance. A theoretical model linking LMX and HRD
also describes the contributions of trust, empowerment, and performance to LMX theory of leadership
with the help of two specific HRD interventions trust building and empowerment facilitation.
Research limitations/implications The confirmation of the theoretical model through empirical
research is still required.
Practical implications In the aspect of relational performance, this paper proposes a basis for
designing and implementing strategic HRD activities and recommends the conceptual model as an
intervention technique for organizational change.
Originality/value This paper illuminates the base of LMX leadership theory and seeks to develop
new practical insights of the theory. In so doing, it aims to contribute to reducing the tension between
leadership theorists and leadership development practitioners, described as validity versus usefulness.
Keywords Trust, Empowerment, Performance management, Human resource development
Paper type Conceptual paper
As a multidisciplinary field that creates its own discipline from a variety of theories
(Jacobs, 1990; McGoldrick et al., 2002), one view of human resource development (HRD) Leadership & Organization
is that it is a process that focuses on both personal and organizational outcomes on the Development Journal
Vol. 28 No. 6, 2007
basis of learning and performance (Swanson and Holton, 2001). Hence, HRD pp. 531-551
continuously works for a more enlightened, ethical, and skills-focused change q Emerald Group Publishing Limited
0143-7739
management for both successes of individuals and organizations through a proactive DOI 10.1108/01437730710780976
LODJ and system-wide intervention (Grieves, 2003; Stewart, 2003). In this view, the main
28,6 focus of HRD is to enhance the knowledge and skills of individuals, both severally and
collectively, to enable them to perform current and future goals and optimize individual
and organizational growth and effectiveness. While this understanding of HRD is not
without controversy or challenge (Elliott and Turnbull, 2005; Rigg et al., 2007b) it
reflects a widely held and established conception that influences both research and
532 practice (Harrison, 2005; Sadler-Smith, 2005). In a similar vein, leader-member
exchange (LMX) is also an ongoing value-added process aimed at better performance
of individuals and organizations through the diagnosis of leader-follower interactions
(Green et al., 1996). LMX theory of leadership focuses on the degree of emotional
support and exchange of valued resources between the leader and members. Thus,
LMX leadership theorys main focus is to diagnose this relationship so a higher quality
can be developed in this relationship, enabling improved performance. These
developmental features suggest a linkage between HRD, conceived as performative
(Rigg et al., 2007a) and LMX theory. HRD contributes to this linkage through its
multi- or interdisciplinary nature, providing a common boundary in pursuing
performance.
Unlike traditional theories that seek to explain leadership as a function of leaders
personal characteristics, features of the situation, or interaction between the two, LMX
leadership theory has evolved into a dyadic approach to understanding leader-follower
relationships (Howell and Hall-Merenda, 1999). According to the vertical dyad linkage
approach (Dansereau et al., 1975), leaders and followers develop dyadic relationships
and leaders treat individual followers differently, resulting in two groups of followers:
an in-group and an out-group. The in-group consists of a number of trusted followers
who are derived from expanded and negotiated role responsibilities with the leader.
The out-group includes the remaining followers with whom the relationship of the
leader remains more formal. A higher quality relationship results when leaders and
followers exchange greater physical resources, information and enjoyable tasks (Liden
and Maslyn, 1998). This reflects the assumption that leaders have limited time and
energy and associated inability to give equal attention to all followers.
Since, the early formulation of LMX theory a number of additional studies have
established antecedents and outcomes of high quality relationships using survey
instruments and measurement scales (Table I). The antecedents of LMX identified by
empirical research are mostly leader and follower characteristics that exist prior to the
exchange, or their behaviors that occur during the LMX. The outcomes are associated
with followers work related attitudes and behaviors such as increased commitment,
satisfaction, performance and organizational citizenship behavior (OCB). The results of
empirical studies of LMX have commonly shown that followers in high quality LMX
relations have more positive job attitudes and engage in more positive behaviors than
those in low quality relationships.
According to Gerstner and Days (1997) meta-analytic review on LMX, however,
there is surprisingly little agreement on what LMX is and how it operates in relation to
performance. In particular, although the LMX model highlights the importance of the
role and type of reciprocity, it does not explain how these concepts interact to build
mature partnerships (Dienesch and Linden, 1986; Schriesheim et al., 1999; Sparrowe
and Liden, 1997; Yrle et al., 2003). Whether LMX diagnosis can actually improve
performance is further questioned, considering that it may support the need for
LMX theory of
Antecedents Outcomes
leadership and
Leader Attitudes HRD
Trustworthiness (Brower et al., 2000; Gomez and Job satisfaction (Graen et al., 1982; Green et al.,
Rosen, 2001) 1996)
Positive expectation of subordinate (Sparrowe and Job dedication (Michael et al., 2005)
Liden, 1997) 533
Power (Cogliser and Schriesheim, 2000) Communication satisfaction (Mueller and Lee,
2002)
Transformational leadership (Wang et al., 2005; Organizational commitment (Duchon et al., 1986;
Howell and Hall-Merenda, 1999) Liden et al., 2000)
Rapport management (Campbell et al., 2003) Perceived empowerment (Gomez and Rosen, 2001;
Liden et al., 2000)
Follower Behaviors
Goal orientation (Janssen and Van Yperen, 2004; Organizational citizenship behavior (Hui and Law,
Chiaburu, 2005) 1999; Scandura et al., 1986)
Performance (Gehani, 2002; Wayne and Ferris, Subordinate turnover (Bauer and Green, 1996;
1990) Liden et al., 1997)
Effort (Maslyn and Uhl-Bien, 2001) Innovative behaviors (Basu and Green, 1997)
Impression management (Wayne and Liden, 1995) Cooperative communication among peers
(Lee, 1997)
Interpersonal
Liking (Engle and Lord, 1997; Wayne et al., 1997)
Similarity (Deluga, 1998; Murphy and Ensher,
1999)
Positive expectation (Liden et al., 1993; Wayne Table I.
et al., 1997) Antecedents and
Interactional justice (Masterson et al., 2000; outcomes of high quality
Murphy et al., 2003) LMX
LMX development
Dyadic relationship development is theoretically grounded in role theory (Katz and
Kahn, 1978) and social exchange theory (Blau, 1964; Emerson, 1962). Both theories help
to explain how LMXs form.
Role theory. Role theory makes a significant contribution to understanding the role LMX theory of
of leaders and members. The role expectations of a supervisor and the extent to which leadership and
the subordinate meets these expectations make up the relational context of the
exchange process. Graen and Scandura (1987) suggested a three-phase model of LMX HRD
development including role taking, role making, and role routinisation. For example,
supervisors test subordinates with various work assignments in a series of
role-making episodes. In this process, the degree to which subordinates comply with 535
task demands and demonstrate a worthiness to be trusted influences the type of LMX
relationship they form. In turn, the type of LMX determines the extent to which the
leader reciprocates with work-related resources such as information, challenging task
assignments and autonomy. In this way, leaders and followers develop a role
relationship based on mutual dependencies within assigned and accepted roles and
followers performance in the role plays a major part in this role-making process
(Dienesch and Linden, 1986). In addition, it is noteworthy that this role-making process
is one in which an individual has role episodes not only with a formally designated
leader, but also with an entire role set of others, including other members, who
communicate important role information (Sparrowe and Liden, 1997).
Social exchange theory. Rather than focusing on the role of leaders and members,
social exchange theory focuses on the exchange between them. Social exchange theory
describes how power and influence among leaders and subordinates are conditioned by
the availability of alternative exchange partners from whom these leaders and
subordinates can obtain valued resources. Based on this perspective, Liden et al. (1997)
described leader-member relationship development as a series of steps that begins with
the initial interaction between the members of a dyad. This initial interaction is
followed by a sequence of exchanges in which individuals test one another to
determine whether they can build the relational components of trust, respect and
obligation necessary for high quality exchanges to develop (Uhl-Bien et al., 2000). If
reception of an exchange behavior is positive and the party initiating the exchange is
satisfied with the response, the individuals continue the exchanges. If the response to
an exchange is not positive or if the exchange never occurs, opportunities to develop
high quality exchanges are limited and relationships will likely remain at lower levels
of LMX development (Dienesch and Linden, 1986; Uhl-Bien et al., 2000). That is, LMX
development is conditioned by the expectation of the exchange and satisfaction with
the exchange behaviors.
Multidimensionality of LMX
While the majority of the LMX studies have shown consensus on the nature of the
phenomenon as being the quality of exchange relationship between leader and
follower, inconsistencies regarding the sub-dimensions continue to exist. Of those
sub-dimensions, mutual support, trust, liking, loyalty, and latitude appear to be
predominant in the majority of studies (Schriesheim et al., 1999).
Graen and Uhl-Bien (1995) proposed that LMX is comprised of three dimensions:
mutual respect of each others capabilities; a deepening sense of reciprocal trust; and a
strong sense of obligation to one another in the working relationship. These
dimensions are focused mostly on the formal job relationship. However, LMX is not
based solely on job-related elements; it can also include socially-related currencies
(Liden et al., 1997). For example, some people may value professional capability in a
LODJ relationship whereas others value a dyadic partner they can regard as a friend. Liden
28,6 and Maslyn (1998) proposed four dimensions of LMX relationships, labeled
contribution, affect, loyalty, and professional respect. While the contribution
dimension belongs to work-related currency, the affect, loyalty, and professional
respect dimensions are more social currencies. With a basis of the multidimensional
character of roles and exchange materials, they proposed that LMXs are developed and
536 endured in a number of ways, including non-work focused or related interactions.
Since, the multidimensional perspective of LMX assumes variability within
exchange types, the different dimensions could be affected by different factors. This
complex nature of LMX may be partially responsible for the lack of universal
agreement on what leader-member exchange is. However, understanding this
multidimensionality could provide insight into the dynamic development and
maintenance of LMX relationships that result in differential predictions of outcomes
according to the chosen currencies of exchange (Liden and Maslyn, 1998). Along with
the developmental attribution of LMX, this multidimensional nature of LMX may be a
characteristic that potentially allows an examination of linkage between LMX and
HRD. This linkage is built on the performative assumptions of LMX and the
performative view of HRD. As indicated earlier, we accept that alternative analyses of
HRD exist. However, LMX itself is firmly derived from performative analyses of
organization functioning and so the performative analysis of HRD is argued here to be
most appropriate for examining potential linkages.
through trust building. A higher level of trust in an expanded in-group increases the
likelihood of cooperation, sharing of information, and emotional support in the LMX
relationship. These relational obligation behaviors, in turn, result in promoting
superior levels of individual and organizational performance through enhanced levels
of empowerment. Of course, there are other variables besides these three. For example,
job satisfaction and organizational commitment are mediators of the relationship
between LMX and extra-role performance (Hackett and Lapierre, 2004), and
communication frequency can be a moderator of the relationship between LMX and
job performance ratings (Kacmar et al., 2003). However, given the longstanding
connection of trust and empowerment to HRD, they have the potential for better
explaining the LMX-performance linkage through HRD.
538
Figure 1.
A theoretical model
linking LMX and HRD
Figure 2.
Relationships among
conceptual dimensions in
building a theoretical
model
Indeed, the process of LMX-performance and all of its interacting units would be a LMX theory of
system, a collection of interdependent, organized parts (McLagan, 1989). The leadership and
overlapping circles on the LMX-performance process in Figure 2 portray potential
system states among the interacting units. In these system states trust, empowerment, HRD
and performance interact with each other to contribute to the system as a whole.
Effective HRD interventions further provoke their goal orientation and achievement.
Therefore, this systemic linking of LMX and HRD leads a progression from the 541
leader-member exchange process to performance.
In this analysis, the key premise of the LMX theory of leadership is that leaders
develop a different type of relationship or exchange with each subordinate according to
the extent of their interpersonal trust (Brower et al., 2000). In addition, a major premise
of empowerment is that empowered individuals perform better than those who are
relatively less empowered (Conger, 2000). In this regard, a sequence can also be
considered among the three constructs of interpersonal trust, empowerment, and
performance.
Figure 3 shows the suggested sequential relationship among the three key units.
As shown in Figure 3, the LMX process is developed through the three sequential
stages (Graen and Scandura, 1987; Graen and Uhl-Bien, 1995): role taking (stranger),
role making (acquaintance), and role routinisation (partner). In the role taking
(stranger)-role making (acquaintance) phase, leaders offer role responsibilities and
assess whether followers successfully fulfill them. In the transition to the advanced role
stage greater responsibilities, discretion, and benefits are given as the follower meets
the role responsibilities. Thus, in the initial phase the main focus of interpersonal trust
would be the followers ability, benevolence, and integrity (Mayer et al., 1995).
However, the leaders role attitude and competence are still important to move to a
higher quality LMX because followers are not passive role recipients (Deluga, 1994).
They may reject, embrace or renegotiate roles prescribed by their leaders. As trust
building is in the domain of HRD, effective HRD can boost not only those cognitive
foundations of follower trust but also leaders attitude and competence of their task role
and then it can transform into higher-level affective trust characterized by emotional
bonds between partners (McAllister, 1995).
Figure 3.
Suggested sequential
relationships among the
three key units
LODJ As the level of LMX quality is improved to affect-based trust, the perception of
28,6 empowerment of both leader and member may also increase, particularly in the phases
of role routinisation (partner). According to Conger and Kanungo (1988), empowerment
is a process of enhancing feelings of self-efficacy among organizational members and
the effect of empowerment is initiation and persistence of behavior by empowered
employees to accomplish task objectives. In this regard, empowered individuals not
542 only view themselves as more effective in their work but also evaluate each other as
more effective, and leaders and followers in this psychological state seek cooperation to
achieve common goals and recognize how to use their abilities for the benefit of
themselves, the LMX group and the organization. In these phases the aspect of
leadership behaviors fostering the formation of high quality relationships through
instillation of a sense of a common fate with their followers, would be more critical than
followers behavior (Wang et al., 2005). Thus, empowering by means of HRD needs to
focus more on the leaders behaviors and through that can increase the likelihood of
improved organizational performance through LMX performance. This process, in
turn, becomes central in shaping pathways between LMX and performance through
the application of HRD. This role and function of trust building and psychological
empowerment can be further enhanced when effective HRD is applied and conducted
appropriately.
Conclusions
This paper has described the relationship between LMX theory of leadership and HRD
through the perspective of theory building. This approach suggests that the concepts
most centrally underlying LMX and HRD are the common notion of learning and
development processes. As a result, the linkage of HRD and LMX theory that is
established on the three key units of trust, empowerment, and performance suggests
potential for each domain to play a role in realizing goals in and improving each
domain. That is, HRD can be a solution to improving LMX as an ongoing value-added
process for better performance of individuals, groups, and the organization, while LMX
can be a useful approach to promoting two goals of HRD personal and organizational
development. The more the quality of relationships within LMX is seen as a HRD
process and developed through HRD in organizational contexts, rather than seeing it as
an individualized leadership theory, the more the LMX theory of leadership becomes a
useful implement of both individual and OD for performance.
According to the Dubins (1978) quantitative theory-building approach, however,
the confirmation of the theoretical model through empirical research is still required.
With this in mind, future research first needs to carefully investigate the conceptual
framework with a notion that leader and follower LMX are separate constructs
(Gerstner and Day, 1997). This attention could be particularly important when
researchers identify empirical indicators to specify hypotheses and HRD interventions
are selected for a better LMX-performance progression in the conceptual model.
Second, arising from the conceptual framework, future research needs to employ
LODJ further possible theoretical units and develop their potential system states allowing for
28,6 the multidimensional nature of LMX sub-dimensions (Schriesheim et al., 1999). Under
the system approach, focusing on the diverse units and their dynamic interactions will
not only be critical to advancing of existing knowledge of LMX but also to facilitating
the practical application of the framework. Third, future research needs to deal with
specific HRD interventions affecting each phase of the conceptual framework to
544 improve the frameworks utility in dealing with real organizational phenomenon.
Along with various units and their extended system states, if each HRD intervention
relevant to specific phases could be further elaborated then the HRD-based LMX model
would be a more relevant prescriptive solution for organization or leadership
development as well as higher quality relationships.
According to Burns and Otte (1999), organizational leadership theory can be useful
to HRD practitioners in designing leadership development, management, and
supervisory development, succession planning and managerial coaching or attempting
to solve performance issues in a work group. That being the case, the conceptual
framework specifying LMX-HRD linkages suggested here has potential benefits for
HRD practitioners conducting broader activities which involve leadership or OD.
Thus, the framework can be said to have use value. However, the validity of the
framework will only be established through the empirical studies detailed in the
propositions.
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