Relationship Between Leaders And Follower Selves

2910 Words Jan 21st, 2016 12 Pages
Everyone is a member of different organizations in different occasions, and human activities are set up on relationships (Homans, 2009, p. 1), so that relevant researches about relationship began decades ago (Vangelisti & Perlman, 2006, p. ix). Leader-member-exchange (LMX) theory is a kind of leadership style, which pays attention to a dyadic relationship between leader and member (Graen & Cashman, 1975; Graen & Uhl-Bien, 1995, Breevaart, Bakker, Demerouti & Heuvel, 2015; Wilson, Sin & Conlon, 2010). This is a long time history that people began to research the relationship between a leader and follower, and how the relationship can impact on leaders and follower selves (Graen & Uhl-Bien, 1995). Most of previous researches of the LMX theory focused on members, and mainly claimed that high-quality LMX relations could cause followers’ high job satisfaction and good work engagement because of the plentiful and abundant work resources (Breevaart et al., 2015, p. 754), emotion management leader who pay attention to problems and followers’ expectations (Little, Gooty & Williams, 2015, p. 11), and the knowledge sharing (Hassanzadeh, 2014), etc.
However, this is a few studies researched LMX theory with leader’s sight. Like the social exchange theory, that exchange is bidirectional and cannot be finished just by depending one party’s work (Karen, 1087), such as trust in relationships should be set up by all parties in the relationship (Lioukas & Reuer, 2015), in…
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