Overview

It is hard to overstate the importance of the leader-member exchange relationship. Employees who share a high-quality relationship with their leader are more likely to earn a higher salary, climb the ranks more quickly, and report higher life satisfaction levels than their peers who have a less copasetic leader-member relationship. While Leader-Member Exchange Theory (LMX) research addresses the impact that the leader-member relationship has on the individual employee experience, much of this scholarship overlooks or obscures the vital role that communication plays in the development and maintenance of workgroup relationships. Much of extant literature also glosses over the role that communication plays in workgroup collaboration.   Using a communicative lens, this text illustrates the complex theoretical underpinnings of LMX theory, such as the  importance of social interaction and relationship building and maintenance necessary to achieve organizationalgoals. We explore how an employee’s relationship with their leader also shapes their peer relationships and their overall standing within their workgroup. Further, the text examines the potential dark side of LMX theory, such as the tendency towards demographic and trait and state similarity. Employing a communicative perspective emphasizes the extent of position and personal power both leaders and members have in engineering the quality of the relationship they desire. Integrating and applying once disparate lines of academic literature, this book offers employees, students, and teacher-scholars pragmatic yet research-based insights into developing and maintaining successful, healthy workplace relationships.

Full Product Details

Author:   Leah M. Omilion-Hodges ,  Jennifer K. Ptacek
Publisher:   Springer Nature Switzerland AG
Imprint:   Springer Nature Switzerland AG
Edition:   1st ed. 2021
Weight:   0.454kg
ISBN:  

9783030687557

ISBN 10:   3030687554
Pages:   228
Publication Date:   15 April 2021
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Manufactured on demand  
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Table of Contents

Chapter 1. What is Leader-Member Exchange Theory and Why Does it Matter to Me?   Chapter 1 introduces Leader-Member Exchange Theory and speaks directly to the following question: Why does this theory matter to me? The authors review and summarize the over four decades of related research and tell employees and formal leaders how this theory can help them to predict their organizational experience. That is, we translate theoretical findings for leaders and show them how their level of investment in their employees is likely to play out in terms of workgroup and organizational successes. Additionally, we also look at the flip side and provide prescriptive outcomes for employees and address how they may make minor changes that may result in major changes to the quality of their leader-member relationship. Chapter 1 also takes readers on a historical tour of the evolution of LMX from its conception as vertical dyad linkage theory to the dynamic, interdependent relational phenomenon it is today (Sheer, 2015). Infographics will highlight the benefits of high-performing leader-member couplings and the challenges that are likely to emerge in strained leader-member dyads.   This chapter also addresses how leader-member relationships are likely to flourish or flounder based on the enactment of power. French and Raven’s (1958) five sources of power (i.e., reward, coercive, expert, legitimate, and referent) are considered in regard to the role of a formal leader. Through common organizational scenarios (i.e., performance evaluations, running meetings), we illustrate how a leader may communicate these various sources of power and how employees may interpret these communicative overtures. Potential positive and negative outcomes of the various sources of power are also discussed in light of the development and maintenance of high-quality leader-member relationships. In short, we acknowledge those in titled leadership positions are not always right or moral or immune to bad decisions. However, we do link position power to thoughtful, other and group-oriented decision-making, giving practicing leaders an opportunity to consider the weight of their authority and communication directives. This introductory chapter also points out some of the downfalls of LMX theory, particularly in terms of measurement in that the vast majority of academic literature stems from surveying only one of the parties: members.   Chapter 1 also features a graphic of the lineage of leadership literature to show readers the shift from focus on tasks to focus on relationships. Spotlighting the importance of relationships simultaneously highlights the impact of communication. As an extension of the introductory chapter, this chapter highlights how in-group and out-group members may interpret the same situation in very different ways. Our goal with this feature it to show leaders how even their best laid out plans may go awry if they are not mindful of relational differences in their ranks.     Chapter 2: Leadership & Communication: Demystifying the Steps to Success   Leadership is in the eye of the beholder (Fairhurst, 2015). And often the main criterion used to determine the quality of one’s leadership is their communication ability. Why not a leader’s output or organizational successes? Well, in short because without adept communication skills in place, the leader is not likely to rack up too many successes or those wins are likely to be short lived. At its heart, leadership means to influence. If a leader is unable to communicate a clear vision, develop productive and trusting relationships with members, listen to their concerns, etc., then his or her tenure is likely to be brief. Moreover, as the employee with more position power, the leader is charged with communicating on behalf of their team to argue for additional resources or to remove organizational obstacles.   Chapter 2 provides leaders and employees with concrete steps to sharpen their communication skills. This chapter coaches readers on how active listening differs from simply hearing and presents the myriad benefits research shows of active listening. Relatedly, through easy to navigate charts that show what to do and what not to do and what to say and what not to say, the relevant scholarly literature is presented in an accessible way. Not only does this initial chapter address communication in traditional face to face environments, but also provides specific tips for modeling exemplary communication behaviors in mediated channels. In addition to a focus on active listening and intentional word choice, immediacy behaviors—or non-verbal behaviors—are also presented with an eye to translating empirical data for immediate integration into the workplace. While non-verbals are paramount in face to face interpersonal situations, we also discuss how to be mindful of tone via text channels and how to approach non-verbals over mediated channels such as Skype and Zoom.   In concert with proactive leadership communication skills, this chapter also begins the conversation about successfully addressing and navigating conflict. Ignoring conflict does not mean that the misunderstanding is resolved or that it will simply go away. Unaddressed conflict often tends to grow legs and morph onto other unrelated aspects of work. Therefore, part and parcel with leadership communication is the ability to acknowledge conflict, facilitate a dialogue, and help to parties to move to resolution. This chapter leaves readers with tangible solutions for how to navigate conflict between a leader and a member, among two or more members, and gives leaders tips for how to approach interpersonal challenges they may have with their own leader.     Chapter 3. Coworkers: Sources of Support or Relationships Gone Sour   It has been argued that peers make the place (Chiaburu & Harrison, 2008). For many, developing relationships with their coworkers can be a source of informational and social support and a trusted sounding board (Madlock & Booth-Butterfield, 2012). However, research illustrates that developing strong relationships with peers may not be as easy as it seems on the surface. Rather, the quality of the relationship one shares with their leader largely dictates who they are likely to befriend. Namely, those with high-quality leader-member relationships tend to develop trusted associations with each other and the same goes for those with less effective leader-member relationships. Put simply, like attracts like. Thus, employees who are seen as high-performers and trusted by the leader tend to stick together and those who the leader treats as low-performers tend to develop friendships.   What does this mean in the workgroup? Life for in-group members, those who have high-quality leader-member relationships, tends to continue to look up in form of their peer relationships. Coworkers who have productive leader-member relationships are the recipients of positive resources (Omilion-Hodges & Baker, 2017) such as access to the sensitive or strategic organizational information, professional development opportunities, and constructive feedback. Having access to these resources among others (see Omilion-Hodges & Baker, 2017 for full review) means that these in-group members have greater stocks to draw from and apply in their work. It also means that they have more informal power, usually in the form of information, that they are likely to share with their workgroup friends. This also means that out-group members not only receive fewer positive resources from their leaders, but also that they collectively have less to share or exchange with other out-group members. This suggests that once someone has become an out-group member, it becomes difficult if not impossible, to transform their employee experience.   After translating relevant coworker-exchange literature for readers, chapter 3 focuses on providing practical tips for employees to enhance their peer relationships. More specifically, we present the literature on informal mentoring and parcel out pragmatic suggestions for leaders and for members. This approach helps to empower readers by giving them prescriptive, communication-rooted steps that they can take to facilitate more effective peer relationships and demonstrate their own personal leadership skills in the workplace. Research indicates that employees who serve as peer mentors are promoted more quickly than workgroup members who are not actively demonstrating informal leadership.   Chapter 4: Fitting into the Workgroup: Relationships within the Team   The natural extension of leader-member and peer relationships is considering how they individually and collectively impact workgroup functioning. Leaders may not be aware of how their communication tendencies may impact the culture and output of their workgroup as a whole. This chapter reviews and summarizes scholarly literature at the intersection of leader, peer, and team relationships and functioning. Addressing potential best-case and worse-case scenarios, chapter 4 shows leaders and members how individual relationships can propel workgroups to greater success or on the other hand, tamper their successes. This chapter also leans into the potential downfalls of LMX theory – the potential for leaders to assemble special inner circle of trusted employees who are demographically similar to themselves. Considering this, Chapter 4 addresses some of the natural communication challenges that arise when attempting to communicate across differences and among a group as well as how to be successful in these potentially trying scenarios.   In addition to illustrating potential team-level outcomes, this chapter addresses a timely issue—managing various types of groups including virtual teams. Traditional face to face workgroups, virtual teams, self- and co-lead teams, and teams with an ambiguous leadership structure are also considered. The focus on communication in this chapter comes in the form of a graphic that providers readers with specific communication innovations that are linked with strengthening team identity. This approach shows readers what leadership in a variety of team settings looks like in real-life along with empirical solutions to propel their group to even higher levels of success. This chapter also integrates mini-case studies to help readers think critically about common team pitfalls and provides theoretically-rooted solutions to help them navigate these challenges.     Chapter 5: Leadership in Different Organizations and Sectors   Given what we know about the need for leaders to tailor their communication based on their audience, it is important to consider leadership in various organizations and sectors. Do leaders communicate and “lead” differently whether they work for a for-profit or non-profit organization? Are there differences between leaders who run Fortune 500 companies and those who run small local businesses? Research literature is rife with findings linking certain leaderships characteristics and styles to different organizational types and sectors. For example, transformational and contingent reward leadership behaviors have been linked to improved psychosocial work environments in nursing (Malloy & Penprase, 2010), and charismatic and transformational leaders are most effective in the military but special consideration should be taken with regard to the type of task, people involved, and resources and time available in each situation (Hamad, 2015).   Chapter 5 approaches a number of types of organizations and sectors – such as for-profit, non-profit, health, education, military, startups, and telework – and explores how leadership differs in each. Research and expertise within each type of organization is summarized and translated into practical suggestions for effective leadership.   Chapter 6: Diversity and Ethics in Leader-Member Exchange   Most organizations are diverse and growing more diverse over time in terms of employee makeup. Although having a diverse workforce is beneficial in many ways, issues of gender, race, ethnicity, sexual identity and preference, age and generation, etc. can hinder organizational effectiveness. Additionally, good leaders must be able to understand the differing needs of each employee and how this influences communication. For example, research (e.g., Omilion-Hodges & Ptacek, 2019) has suggested a generational difference in employees, such that young people currently entering the workforce may prefer more relational behaviors from their manager, whereas older generations may value more task-related behaviors. Furthermore, how a leader practices inclusion within their organization influences diversity as it relates to employee turnover (Nishii & Mayer, 2009). Employees’ various identities influence their leadership needs in many ways, stressing the importance of contingent perspectives of leadership communication.   In addition to considering the diverse work group, it is also important to acknowledge the ethical nature of leader-member exchange. It is human nature to form preferences toward certain groups of people, such as those who look similar to us and who we share things in common. This becomes an ethical concern when these preferred groups of people are given more advantages over others, especially when a leader does not recognize they are forming these preferences. Research (e.g., He, Fehr, Yam, Long, & Hao, 2017) indicates that perceptions of interactional justice, or how fairly individuals are treated in the workplace, plays an important role in leader-member exchange. The above being said, LMX is an important consideration in organizational ethics in that leader and member communication shapes how ethics are understood and made sense of within an organization. Chapter 6 explores research on how these implicit biases can lead to unintentional unethical behavior, challenges the assumption that leaders are always “correct” and “moral” in their actions, and offers practical ways to recognize one’s own implicit biases in order to level the playing field for all members of the diverse workgroup.   Chapter 7: Reading the Room: Leadership and Context   Leadership effectiveness is highly dependent upon each situation that takes place – in other words, there is no “one size fits all” for leadership. Although there are various perspectives on the subject, a large body of research suggests that complex relationships exist between multiple organizational factors and leadership. Contingency theories identify influential factors such as the task being done, the personality of the leader, and the makeup of the work team, among other factors. Fiedler’s (1967) Contingency Theory, for example, emphasizes the match of leader style to the situation. Some scholars argue that individual employee characteristics influence how organizational situations are perceived, which in turn impact employee attitudes and behaviors. Others stress the importance of organizational structure and techniques on organizational effectiveness. In sum, we must recognize that leader communication must be tailored to address a plethora of contextual factors.   Chapter 7 also provides practical suggestions for tailoring effective leadership communication to various individuals/groups and contexts. This chapter features an infographic on tailored communication and how to engage in-group and out-group members. Another important contextual consideration is choosing the right channel of communication, in addition to the right time, message, and response. This chapter also draws from message design logic in explaining how leaders effectively craft messages in situations which vary in complexity. In considering context, this chapter also considers how elements of LMX may vary when applied across different cultural settings.     Chapter 8: When Good People are Bad Leaders: When and Why Leadership Fails   It is easy to lead people who we have easy interpersonal relationships with, but what happens when we do not get along with our followers? Sometimes leadership is hard – it is difficult to relate to people when we differ in various ways, such as politics, personal differences, family obligations, work ethics, and others. Chapter 8 offers practical suggestions for how to communicate and connect with people who we struggle to get along with. These suggestions include quotations from well-liked leaders throughout history. Another issue that leaders often face is with effectively framing their ideas using strategic communication. This chapter explores what experts such as Fairhurst and Sarr (1996) and others have to say on using language in leadership.   Chapter 8 also addresses how conflict style can influence a leader’s relationship with their followers. Research shows that while one conflict style may be effective for certain situations, it may not be the best in others, and when considered in conjunction with leadership styles it can have large impact on organizational outcomes (e.g., Richmond, Wager, & McCroskey, 1983). This chapter explores each of the five conflict styles (competing, collaborating, compromising, avoiding, and accommodating), provides examples of when each may be used, and includes a quiz for determining one’s own conflict style.   Chapter 9: Self-Reflection: Identifying the Leader in You   This book emphasizes that there is not “one right style of leadership” and there is not one best way to lead in every situation. That being said, research on leader-member exchange has identified a number of leadership traits that have often been associated with effective leaders. Chapter 9 draws from trait theory exemplified through notable leaders. Trait theory supports the idea that leaders are “born” and have certain qualities or traits that make them great leaders. Such traits include high energy level and tolerance for stress, emotional maturity, and personal integrity (Yukl, 2013). This chapter includes some profiles of notable leaders throughout history, such as Abraham Lincoln and Martin Luther King, Jr. Additionally, this chapter explores various leadership styles – such as transformational and servant leaders – with descriptions and clear suggestions on how to encapsulate these leadership styles.   In addition to identifying effective leader traits and styles, chapter 9 further encourages individual leader development in way of identifying one’s own strengths and leadership style. This includes a quiz that readers can take to determine what type of leader they are and how to play up these strengths according to various leader-member situations. Additionally, this chapter includes an activity in which readers can create vision statements for one’s own leadership situated in contexts of individual, group, and organization.   Chapter 10: Closing Thoughts and Additional Resources   Here we conclude with a brief summary of LMX and its value, and offer additional resources such practical skills-based takeaways for leaders and members, mini-case studies, and suggested readings. One area that will be of particular interests to researchers and academics will be on measuring and studying LMX. A brief section of this chapter will offer readers suggestions on embedded methodological and statistical techniques, in addition to pointing interested parties to effective resources (i.e., Martin, Thomas, Legood, & Dello Russo, 2018).

Reviews

Omilion-Hodges and Ptacek offer a unique take on LMX through their communication framework. Their book teaches the value of LMX relationships and trains readers in effective communication. I recommend it for a general applied audience who would like to expand their leadership repertoire. So often we get comfortable with a particular approach to leadership, be it transactional, transformational, path-goal, and so forth. If practitioners want to expand their leadership skills with LMX, then this book is an approachable start. (Reed Priest, Personnel Psychology, Vol. 74 (4), 2022)

“Omilion-Hodges and Ptacek offer a unique take on LMX through their communication framework. Their book teaches the value of LMX relationships and trains readers in effective communication. I recommend it for a general applied audience who would like to expand their leadership repertoire. So often we get comfortable with a particular approach to leadership, be it transactional, transformational, path-goal, and so forth. If practitioners want to expand their leadership skills with LMX, then this book is an approachable start.” (Reed Priest, Personnel Psychology, Vol. 74 (4), 2022)

Author Information

Leah M. Omilion-Hodges is Associate Professor in the School of Communication at Western Michigan University, USA. Her research fuses organizational communication with health communication, allowing her to explore questions that are relevant to academics and practitioners within applied communication contexts.   Jennifer K. Ptacek is an Assistant Professor in the Department of Communication at the University of Dayton, USA. Her research examines intersections of health and organizational communication, specifically in contexts of relationships in healthcare workplaces, stress and social support, leadership, and organizational identification.

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