Industrial-Organizational Psychology Learning Module

Leader-Member Exchange (LMX) Theory

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Lesson Objectives
At the end of this lecture, you should:

Understand the elements of LMX theory Know the precursors and outcomes of LMX Know how gender influences fairness in LMX relationships Understand the role of perspective taking in LMX
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Leader-Member Exchanges

Leaders develop relationships with each member of work group High quality relationship
member

is part of in-group more responsibility, higher satisfaction

Low quality relationship

member

is part of out-group less responsibility, lower satisfaction

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Theoretical Overview of LMX

Relationships develop from series of exchanges or interactions Phase 1: Role-taking

member

enters organization leader assesses members abilities/talents

Phase 2: Role-making
informal,

unstructured negotiation of role

Phase 3: Role-routinization
social

exchange pattern emerges becomes routine

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Precursors of LMX

Member attributes influence relationship

extroversion abilities ingratiation

behaviors

Leader provides social support Affective responses influence relationship

perceived attraction
leads

similarity

to increased interaction

trust
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Outcomes of LMX

Job satisfaction Organizational commitment Moderated/affected by other factors

type

of task matters
of challenge

level

situational
size

factors

of group workload financial resources

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Gender/Fairness and LMX

Gender differences influence interactions Mixed gender relationships

supervisors

rate performance lower supervisors report liking subordinate less subordinates experience greater role ambiguity

Opposite true in same gender relationships

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Gender/Fairness and LMX Process Phases

1: Role-taking - mutual respect essential

men

and women define respect differently social categorizing and stereotyping

2: Role-making - trust develops

single

violation may destroy relationship violations reinforce negative stereotypes

3: Role-routinization - mutual obligation

gender/fairness

issues resolved by this

phase
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Perspective-Taking

Ability to read leader or member important in LMX Use role-taking skills to entertain the point of view of another Associated with empathy, reasonableness, and sensitivity Negatively associated with aggressiveness and sarcasm

Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Perspective-Taking I Questions

When you were drawing, did you draw toward yourself or toward your partner? How do you think your score on the perspective-taking questionnaire might relate to your performance on this task? How do you think ones tendency or ability to take the perspective (i.e., point of view) of another might influence the ways in which leaders and subordinates interact?
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Perspective-Taking II Questions

How difficult was it for you to imagine drawing from your partners perspective? How do you think your score on the perspective-taking questionnaire might relate to your performance on this task? How do you think ones tendency or ability to take the perspective (i.e., point of view) of another might influence the ways in which leaders and subordinates interact?
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998

Perspective-Taking Wrap-up

3 role-taking aspects related to perspective-taking

accurate

in ability to perceive how others understand and respond to world can view situations from many perspectives able to perceive others perspective in depth

Leaders and members high on these aspects may have higher quality LMX
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998