Leader-member exchange theory in higher and distance education

Robert Leo Power

doi:10.19173/irrodl.v14i4.1582

Abstract

<p>Unlike many other prominent leadership theories, leader-member exchange (LMX) theory does not focus on the specific characteristics of an effective organizational leader. Rather, LMX focuses on the nature and quality of the relationships between a leader and his or her individual subordinates. The ideal is for a leader to develop as many high-quality relationships as possible. This will lead to increases in subordinates’ sense of job satisfaction and organizational citizenship, as well as to increased productivity and attainment of organizational goals. LMX has been criticized for its potential to alienate some subordinates, failing to account for the effects of group dynamics and social identity, and failing to provide specific advice on how leaders can develop high-quality relationships. However, LMX has been heralded as an important leadership theory in higher and distance educational contexts because of its emphasis on promoting autonomy and citizenship, as well as its ability to complement and mediate transformational leadership styles. Recent authors have attempted to provide specific advice for leaders who want to learn how to build and capitalize on the high-quality relationships described by LMX theory.</p>

Highlights

Unlike many other prominent leadership theories, leader-member exchange (LMX) theory does not focus on the specific characteristics of an effective organizational leader
They must be aware of its criticisms in order to avoid what some have described as potential flaws in LMX theory as a guide for effective leadership
While LMX has been criticized for failing to account for group dynamics, prominent LMX researchers and writers have described the coexistence of complex collectives, or network assemblies, within the domains necessary to gain a complete picture of effective leadership

Summary

Introduction

Unlike many other prominent leadership theories, leader-member exchange (LMX) theory does not focus on the specific characteristics of an effective organizational leader. Calls for the promotion of leaders with transformative visions, by themselves, are not enough to provide the type of leadership needed in higher and distance education today (Graen & Uhl-Bien, 1996). An understanding of how effective higher and distance education leaders behave in relation to their followers can be found in leader-member exchange (LMX) theory.

Results

Conclusion