LMX

Toward Positive Leader-Follower Relationships

Graphics courtesy of ToolsheroOpens in new window

One thing most leaders and followers would agree on is that leadershipOpens in new window is primarily an influencing role. This means that in a position of authority, an individual influences others and is influenced by the actions and the attitudes of followersOpens in new window. In fact, one leadership theory is based on how leaders adjust their behavior to fit situations, especially their followers. Thus, the nature of leader-follower relationshipsOpens in new window involves reciprocity, the mutual exchange of influence.

The followers’ influence upon a leader can enhance the leader or accentuate the leader’s shortcomings. Many of the competencies that are needed in leaders are the same qualities needed in effective followers.

In addition to possessing initiative, independence, commitment to common goals, and courage, a follower can provide enthusiastic support of a leader, but not to the extent that a follower fails to challenge a leader who is unethical or threatens the values or objectives of the organization.

Ineffective followers are as much to blame for poor performance, ethical and legal lapses within organizations, as are poor and unethical leaders. Followers have a responsibility to speak up when leaders do things wrong as this is a cornerstone of an effective leader-follower relationship and the relationship between a leader and their followers is critical in order for any goal to be obtained.

The Leader-Member Exchange Theory (LMX)

One theory that takes a look into this relationship is the leader-member exchange theory (LMX).

Under this theory, leaders differentiate their followers based on their perception of their follower’s competence/skills, trustworthiness, and motivation to assume greater responsibilities. Leaders then treat those with “high-LMX” differently than those with “low LMX.”

Those with “low-LMX” are more likely to be part of a transactional relationship with their leader. These types of interactions do not create a harmonious relationship between leaders and their followers. It is because of this that leaders are looking for followers that have “high-LMX.”

How does one find or foster followers with “high-LMX”?

One way is by using servant leadership. Servant leadership puts the emphasis on the needs of the followers.

If the needs of the followers are met then it is more likely that the relationship and interactions between leader and follower will produce an increase of LMX from the followers.

One could argue that any good leader is in turn a good follower. It has been suggested that every great leader had to be a great follower to succeed and that is what makes a great active follower (an active follower is described as a follower who is enthusiastic, intelligent, and self-reliant).

An active follower is self-managing, committed, competent, and courageous (remember our discussion earlier of the models, styles, or types of followersOpens in new window). Self-managing refers to being able to think critically and control their actions. Committed followers are committed to the goals of the teamOpens in new window and organizationOpens in new window.

Competent followers have the skills and knowledge that they need to accomplish the goal of the team and organization. Courageous followers are not afraid to stand up for their beliefs, even when they differ from the leaders.

A good leader knows the importance of followers that will stand up and have their voice heard even when the view is opposed to that of the leaders. However, if the leader exhibits a great deal of the dark side personality of narcissismOpens in new window they are likely to see courageous followers as insubordinate.

Interestingly enough, these traits could be applied to good leaders as well. In fact, the traits line up fairly well with Northouse’s five major leadership traits (e.g., determination, self-confidence, integrity, sociability, and intelligence in our text).

Leaders and followers share many of the same traits which calls into question such century old theories as the trait approach. Thus, if traits are shared between great leaders and followers then one might ask if the traits have more to do with great team building traits?

It has been said that “Effective followers and effective leaders are often the same people playing different parts at different hours of the day.” Perhaps the emphasis that LMX has is right.

That is, maybe the reason why leaders and followers with a “high-LMX” relationship work so well is because they are a cohesive team and the lines between leader and follower are narrower. So what is a leader without followers? Helen Keller once said, “Alone we can do so little; together we can do so much.”

So, what do leaders need from followers? And, what do followers need from their leaders?