How to do “LMX” Theory: Corporate Edition

One theory relevant in describing the operation and effectiveness of my team within the organization is the adoption of the Leader-Member Exchange (LMX) theory by our team leader Chris. LMX theory seeks to explain how leader to member relationships work in providing effective leadership to group members. Specifically, it discloses the importance of dyadic relationships forming between the leader and all subordinates in order to improve productivity and efficiency. Through the use of this theory, the hope is for leaders to move what typically would be a contractual exchange to a more authentic exchange built on mutual trust, open dialogue, respect, obligation, and outcome. An overriding example of Chris exhibiting this leadership theory was demonstrated in the nature of our first team meeting the other day.

The meeting operated within a nature that ebbed and flowed between relaxed humor, individual engagement and hard-line operations. It unfolded with an ease of control that Chris easily portrayed to all, he set the stage using an ice breaker coined “yuck” and “yum” then moved into his standards for goals and expectations a narration portrayed with a hard and serious tone. His directive moved in the way of a loving father, setting precedents to establish group perfection but cushioning to individual failure coated in grace. He created an atmosphere of openness to be welcomed in, to begin the building of dyadic relationships with each team member. Beyond the air of the atmosphere, he admonished to invoke the LMX theory, a more poignant example is demonstrated in his action to send out individual “getting to know you” surveys to each team member. This is a survey that moves beyond the expected — dietary restrictions, clock ID number, learning goals — and divulges into each individual’s aspirations, favored sports teams, most desired meals and preferences towards pets. He uses this survey as a means to access the heart of those he is working with, to understand what makes them tick and in turn become more relatable to them in a one on one situation. He also portrays the guiding principles of LMX theory by disseminating his own responses to the questions asked on the survey to each team member. In doing so he is building reciprocal balance and essentially leaning into the heart of LMX theory.

I believe Chris’ operation of the LMX theory does very well. One crucial factor to this outcome is the size of our team because we are made up of less than 10 individuals it enables Chris the breadth to get to know us individually versus being on a team of 100 + people which would make this process much more diluted and time-consuming. I also believe his intentional nature to invoke reciprocal, personal relationships with each of the members on his team is critical to enabling the operations positive outcome, without a leaders initiative I believe the outcome of this theory is an inevitable failure. One insight I gained in watching Chris begin the process of relationship forming is the use of technology in creating more meaningful relationships. I tend to view the process of human engagement as one done through face to face interactions which I largely still feel is true and important, however, the use of technology to provide a more concrete understanding of one another through this process, as Chris has demonstrated, may be a great tool to help speed along the process of relational building.