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Implications of leader‐member exchange theory and research for human resource development research
Author(s) -
Burns Janet Z.,
Otte Fred L.
Publication year - 1999
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920100304
Subject(s) - psychology , leadership style , social exchange theory , human resources , social psychology , management , economics
Leader‐member exchange (LMX) theory and research is one approach to studying organizational leadership. It has developed as an alternative to average leadership style (ALS), which attempts to identify a single most effective leadership style. LMX focuses instead on the heterogeneity of dyadic relationships. LMX theory is not yet well enough developed to be a guide to HRD practitioners, but further research in this area could lead to the development of better theory to guide HRD interventions. There are some strengths and many weaknesses in LMX theory and research. Recent research has supported the theory, but research is needed on instrumentation, the impact of LMX quality on organizational outcomes, the ways in which leader‐member relationships develop, and behavioral components affecting the initiation of leader‐member relationships.