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Article
Publication date: 17 January 2020

Reza Salehzadeh

The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory.

Abstract

Purpose

The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory.

Design/methodology/approach

This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts.

Findings

The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX.

Originality/value

This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.

Details

International Journal of Public Leadership, vol. 16 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

Case study
Publication date: 24 August 2022

Zanele Ndaba, Clare Mitchell and Nomonde Ngxola

This case study aims to ensure that, students should be able to recognise the behaviours that influence the in-member out-member categorisation that transpires in the workplace…

Abstract

Learning outcomes

This case study aims to ensure that, students should be able to recognise the behaviours that influence the in-member out-member categorisation that transpires in the workplace, both from the leader’s perspective and that of the followers; determine and understand the relevance of forming interpersonal relationships in the workplace and that interpersonal relationships create fundamentally positive or negative work experiences and impact on career opportunities in the workplace; gain an understanding of the internal bias and subjective comfort that leaders must actively overcome to establish an environment in which the entire team becomes in-group members; and be able to assess the contextual variables that contribute to the negative or positive aggravation of the leader–member exchange.

Case overview/synopsis

It was 16 October 2014, and Nonkululeko Gobodo, Executive Chair of accounting firm SizweNtsalubaGobodo, was looking to her younger sister, Notemba Dlova, for emotional support, as she sought to address an important issue that was on the agenda of the firm’s board of directors’ meeting the following day. Tensions between her and Victor Sekese, Chief Executive Officer of the firm, were mounting, and a number of the directors were unhappy with the status quo. “How do you think I should address the issue?” she asked Dlova. Both sisters knew that at stake was Gobodo’s future at the firm she had battled so hard to build up in the face of racial and gender stereotypes.

Complexity academic level

The case study is appropriate for use in a range of postgraduate courses aimed at Master’s in Management and Master of Business Administration (MBA)-level students. It is also suitable for use in postgraduate diplomas in business and executive education short courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

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