Abstract
The Leader Member Exchange (LMX) often has more ramifications for organizational results than a leader trait or behavior. LMX theory studies the quality of the relationship between the leader and each individual follower in a work unit. In certain instances, the styles of followers’ is an ancestor for the formation of high-quality LMX relationships. Five styles of followership styles have been described as alienated, conformist, passive, exemplary and pragmatic based on two behavioral dimensions of independent critical thinking and active engagement. How these followership styles relate with the formation of quality of LMX is an absent field in both relationship based approach to leadership and as well as followership literature. Accordingly, this investigation was carried out to fill this gap. Based on a purposeful sampling procedure, 200 newly graduated employees were selected. The main research instruments were questionnaires. The LMX 7 questionnaire was used to collect data regarding the quality of the relationship between leaders and followers, while Kelley’s followership styles assessment and model was used to identify the followership styles of the respondents. Findings have shown that the existing level of LMX, active engagement and independent critical thinking behavior of newly graduated employees are not in a satisfactory. Further, active engagement behavior is closely linked with LMX as opposed to independent critical thinking behavior. Moreover, it was revealed that high quality LMX relationships were encountered by conformist and exemplary followership styles.
Highlights
The quality of a leader-follower dyadic relationship would be more predictive of positive organizational outcomes than traits or behaviors of superiors (Lussier and Achua, 2010)
The findings showed that the active engagement level of newly graduating employees is higher than their independent/critical level of thinking
It can be noticed that the relationship between active engagement and leader member exchange (LMX) is relatively strong compared to the correlation between independent, critical thinking and LMX
Summary
The quality of a leader-follower dyadic relationship would be more predictive of positive organizational outcomes than traits or behaviors of superiors (Lussier and Achua, 2010). As a dyadic relationship tool, the leader-member exchange (LMX). LMX theory is a relationship-based approach to understanding how vertical dyads consisting of a leader (supervisor) and a member (subordinate) accomplish organizational tasks together. The relationship between a supervisor and subordinate is a large factor in determining success, of the work-task, and team and organizational performance (Dulebohn et al, 2011). LMX is about a work-related dyadic relationship that occurs between leader and each individual follower. Drawing on social exchange theory (Blau, 1964), the central premise of LMX theory is that leaders develop different types of exchange relationships with their followers, ranging from high quality to low quality, and the quality of these relationships affects important member attitudes and behaviors (Gerstner & Day, 1997)
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