LMX in Action
I immediately noticed the leader-member exchange theory (LMX) in effect at my office with my manager and the rest of the office working under her. From the start I noticed that everyone in the office was very friendly and got along and would always drop what they were doing if someone else needed help. However, this week, I really noticed LMX and its success for the office manager. Every morning as people trickle in, she asks them how they are, and after that makes it a point to ask them something personal, whether it be how their significant other or kids are doing, how their drive in from X town was, or any other personal question to show that she is paying attention when they talk to her and that she does care. Not only does this open up many discussions that lead to connections and relationships, but also provides a more positive atmosphere for everyone else.
It is also interesting to see now that I know everyone more the differences in the relationships that my manager has with each person in the office. Some are much more in-depth and personal than others, often bringing in outside relationships and talking about them in the office. Others are more focused on work and it is clear they do not want to mix their personal life and work life as much as others.
What really solidified this theory and the lengths my manager goes, I received an invitation to a BBQ at her house the week of Fourth of July as a fun event for everyone in the office to come to. Not just does she connect with us and build relationships through telling us she cares, but also by showing us. It is important for her to make and maintain relationships with everyone in the office so that they are more likely to hold themselves accountable to do the work they are supposed to and to their best ability, as well as taking the occasional creative risk knowing if it doesn’t turn out like they planned, they will not be punished for it.
It is clear that everyone in the office reciprocates this relationship they have with her. Everyone respects her and cares about her just as much as she cares about every person. When she has to leave work early because her child is sick at school and needs to be picked up or when she wants the afternoon off to do something, no one in the office even questions it. She has gained the respect and trust of everyone in the office to be able to do this without the remarks other managers may receive if they had done the same thing such as “wow, must be nice to be a manager” or “of course she leaves NOW”.
As for the in-group and out-group aspect, I have slowly etched my way into the in-group. I noticed this though the responsibilities that have been given to me. At the beginning, I was given smaller tasks that were pretty straight forward and easy to complete and check them off a list. As she began to understand me and my work ethic, my tasks slowly became more creative and open ended, often taking me days to complete instead of hours. The fact that she is trusting me more and more with things that go directly above her and not just to her anymore show that she is able to depend on me more and count me as part of the in-group.
Glad you brought up the in-group and out-group element. Was wondering if those with whom she has less personal connection, those she interacts with more specifically about work-related matters, would be perceived as ‘out-group’ members? Might be something to observe and consider. Would also be good to reflect on the nature of the trust and respect; what is it that cultivates this in the office – the effort to develop relationships with each employee, allowing employees to take full responsibility for their work (e.g. without micro-managing), etc. in the fall, you’ll need to do a deep diver into whatever theory you select for your major paper and you’ll need to provide examples that illustrate all elements of the theory and/or how the theory does not hold up.