Leader-Member Exchange and Interpersonal Relationships

Abstract

The hospitality industry is faced with labor shortages and high turnover. It is likely that paying attention to the supervisor-subordinate relationship in terms of leader-member exchange can alleviate some of these concerns. Leader-member exchange quality is negatively related to turnover and burnout and positively related to commitment and satisfaction in the hospitality industry. This article reviews the leader-member exchange literature and tests the construct validity of leader-member exchange and a range of personal relationship measures. The research establishes that leader-member exchange is empirically distinct from other measures of interpersonal relationships. In addition, a path model is proposed and tested successfully. The causal model suggests that a supervisor-subordinate interpersonal relationship that is reflective of respect and trust is positively related to leader-member exchange quality, which in turn is positively associated with subordinates' satisfaction with their immediate supervisor relationship. Furthermore, subordinates that are championed by their supervisor feel esteemed by their immediate supervisor. Subordinates that feel esteemed are satisfied with their immediate supervisor relationship. Longitudinal research is called for to confirm the directionality of this and other leader-member exchange models. Hospitality leaders and educators arc urged to consider leader-member exchange, and supervisor-subordinate relationships.