It is hard to overstate the importance of the leader-member exchange relationship. Employees who share a high-quality relationship with their leader are more likely to earn a higher salary, climb the ranks more quickly, and report higher life satisfaction levels than their peers who have a less copasetic leader-member relationship. While Leader-Member Exchange Theory (LMX) research addresses the impact that the leader-member relationship has on the individual employee experience, much of this scholarship overlooks or obscures the vital role that communication plays in the development and maintenance of workgroup relationships. Much of extant literature also glosses over the role that communication plays in workgroup collaboration.

Using a communicative lens, this text illustrates the complex theoretical underpinnings of LMX theory, such as the importance of social interaction and relationship building and maintenance necessary to achieve organizational goals. We explore how an employee's relationship with their leader also shapes their peer relationships and their overall standing within their workgroup. Further, the text examines the potential dark side of LMX theory, such as the tendency towards demographic and trait and state similarity. Employing a communicative perspective emphasizes the extent of position and personal power both leaders and members have in engineering the quality of the relationship they desire. Integrating and applying once disparate lines of academic literature, this book offers employees, students, and teacher-scholars pragmatic yet research-based insights into developing and maintaining successful, healthy workplace relationships.

Leah M. Omilion-Hodges is Associate Professor in the School of Communication at Western Michigan University, USA. Her research fuses organizational communication with health communication, allowing her to explore questions that are relevantto academics and practitioners within applied communication contexts.

Jennifer K. Ptacek is an Assistant Professor in the Department of Communication at the University of Dayton, USA. Her research examines intersections of health and organizational communication, specifically in contexts of relationships in healthcare workplaces, stress and social support, leadership, and organizational identification.

Autorentext

Leah M. Omilion-Hodges is Associate Professor in the School of Communication at Western Michigan University, USA. Her research fuses organizational communication with health communication, allowing her to explore questions that are relevant to academics and practitioners within applied communication contexts.

Jennifer K. Ptacek is an Assistant Professor in the Department of Communication at the University of Dayton, USA. Her research examines intersections of health and organizational communication, specifically in contexts of relationships in healthcare workplaces, stress and social support, leadership, and organizational identification.

Inhalt

Chapter 1. What is Leader-Member Exchange Theory and Why Does it Matter to Me?

Chapter 1 introduces Leader-Member Exchange Theory and speaks directly to the following question: Why does this theory matter to me? The authors review and summarize the over four decades of related research and tell employees and formal leaders how this theory can help them to predict their organizational experience. That is, we translate theoretical findings for leaders and show them how their level of investment in their employees is likely to play out in terms of workgroup and organizational successes. Additionally, we also look at the flip side and provide prescriptive outcomes for employees and address how they may make minor changes that may result in major changes to the quality of their leader-member relationship. Chapter 1 also takes readers on a historical tour of the evolution of LMX from its conception as vertical dyad linkage theory to the dynamic, interdependent relational phenomenon it is today (Sheer, 2015). Infographics will highlight the benefits of high-performing leader-member couplings and the challenges that are likely to emerge in strained leader-member dyads.

This chapter also addresses how leader-member relationships are likely to flourish or flounder based on the enactment of power. French and Raven's (1958) five sources of power (i.e., reward, coercive, expert, legitimate, and referent) are considered in regard to the role of a formal leader. Through common organizational scenarios (i.e., performance evaluations, running meetings), we illustrate how a leader may communicate these various sources of power and how employees may interpret these communicative overtures. Potential positive and negative outcomes of the various sources of power are also discussed in light of the development and maintenance of high-quality leader-member relationships. In short, we acknowledge those in titled leadership positions are not always right or moral or immune to bad decisions. However, we do link position power to thoughtful, other and group-oriented decision-making, giving practicing leaders an opportunity to consider the weight of their authority and communication directives. This introductory chapter also points out some of the downfalls of LMX theory, particularly in terms of measurement in that the vast majority of academic literature stems from surveying only one of the parties: members.

Chapter 1 also features a graphic of the lineage of leadership literature to show readers the shift from focus on tasks to focus on relationships. Spotlighting the importance of relationships simultaneously highlights the impact of communication. As an extension of the introductory chapter, this chapter highlights how in-group and out-group members may interpret the same situation in very different ways. Our goal with this feature it to show leaders how even their best laid out plans may go awry if they are not mindful of relational differences in their ranks.

Chapter 2: Leadership & Communication: Demystifying the Steps to Success

Leadership is in the eye of the beholder (Fairhurst, 2015). And often the main criterion used to determine the quality of one's leadership is their communication ability. Why not a leader's output or organizational successes? Well, in short because without adept communication skills in place, the leader is not likely to rack up too many successes or those wins are likely to be short lived. At its heart, leadership means to influence. If a leader is unable to communicate a clear vision, develop productive and trusting relationships with members, listen to their concerns, etc., then his or her tenure is likely to be brief. Moreover, as the employee with more position power, the leader is charged with communicating on behalf of their team to argue for additional resources or to remove organizational obstacles.

Chapter 2 provides leaders and employees with concrete steps to sharpen their communication skills. This chapter coaches readers on how active listening differs from simply hearing and presents the myriad benefits research shows of active listening. Relatedly, through easy to navigate charts that show what to do and what not to do and what to say and what not to say, the relevant scholarly literature is presented in an accessible way. Not only does this initial chapter address communication in traditional face to face environments, but also provides specific tips for modeling exemplary communication behaviors in mediated channels. In addition to a focus on active listening and intentional word choice, imme...