The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement

Abstract

Although leader–member exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that conceptual void by explaining when and why such LMX disagreement is likely to occur. To do so, we reconsider antecedents of LMX quality perceptions and outline how each party's LMX quality perception is primarily dependent on the perceived contributions of the other party, moderated by perceived own contributions. We then integrate the notion of Implicit Leadership and Followership Theories (ILTs and IFTs) to argue that the currencies of contributions differ between leaders and followers. This dyadic model sets the stage to explain that LMX disagreement can stem from (1) differences in both parties' ILTs as well as both parties' IFTs, but also from (2) differences in perceptions of own and other's behaviour. We conclude by discussing communication as a means of overcoming LMX disagreement and propose an array of potential studies along the lines of our conceptualization.

Keywords:

• Leader
• Follower
• Leader–member exchange
• Implicit theory
• Agreement

Notes

¹Note that we follow a broader understanding of currencies and contributions in the present article (cf. Schriesheim et al., 1999) compared to some previous works (e.g., Dienesch & Liden, 1986; Liden & Maslyn, 1998). Specifically, we understand a contribution as something that is perceived as a valuable addition to the relationship and the reaching of mutual goals. Our understanding of contributions thus subsumes aspects that have previously been called currencies next to contributions, such as loyality, affect, or respect. In that sense, we also have a less restricted understanding of currency in that contributions can be made along the lines of Implicit Leadership Theories and Implicit Followership Theories—which we will elaborate in the coming sections.

Additional information

Notes on contributors

Suzanne van Gils*

*The first two authors were equal contributors to this manuscript. The order of their listing was determined alphabetically.