How can you use the leader-member exchange theory to build stronger relationships with your team?

The LMX theory of leadership, which focuses on the relationship between leaders and their followers, can be both positive and negative. On one hand, it recognizes the importance of individualized attention and support from leaders, which can lead to increased job satisfaction and productivity for followers. However, it also runs the risk of creating in-groups and out-groups within an organization, potentially leading to feelings of exclusion and resentment among those who are not part of the leader's inner circle. Besides, the theory may not account for the larger systemic issues that can impact leadership effectiveness, such as organizational culture and power dynamics.

"Effective team communication builds trust, essential for success and progress. Trust encourages collaboration and innovation." Communication is essential among team members because it builds trust, which is a cornerstone of success and progress within a team. Effective communication forms the bridge that connects individuals, enabling them to openly share ideas, information, and feedback. This open exchange of communication leads to a deeper understanding of each team member's strengths, weaknesses, and perspectives, fostering trust and confidence among team members. Trust, in turn, serves as the foundation for a successful and forward-moving team

LMX explains how the exchanges between a supervisor and employee can lead to different quality relationships and affect the followers’ performance. LMX focuses on three key dimensions: trust, respect, and mutual obligations and how they play an essential role in understanding how managers contribute to developing a mature dyadic relationship with their employees. Dyadic relationships can have the strength to endure challenges that arise because there is respect for the professional capabilities of each other, trust in the commitment of the working relationship, and feelings of a mutual obligation to support the other without consideration of a reward or payback

This in- and out-group dynamic is what forms the basis for people's opinions about leaders, it is why two different people can say the leader was good the other bad. It implies that an exclusionary approach is not only necessary but unavoidable because of attraction to the leader. However, the dichotomous thinking only opens the leader to attack and subversion by those who would appeal to his/her favoritism. Additionally, it may be that the out-group is resistant, the reasons for the formation of the out is myriad. LMX should always be partnered with a leadership style that strives to bring the out-group into the in-group, and no, the fix is not always servant leadership try traits and skills, adaptive, or authentic leadership.

LMX is important because it serves as a tactical conversational tool that aids in the formation of cohesive teams. We all inherently LMX but to the degree that it informs how we lead is a matter of tactical and technical opinion because it is not necessarily effective. Because it leans so heavily into similarity bias, in this case thinking, we lose out on diversifying inputs, which is to say, thoughts, voices, and approaches that impairs ideation, innovation, and operations. Leaders who rely on LMX should not rely on it as the primary style of leadership because it doesn't include or invite everyone, rather it should be a tactical tool to learn about someone, at which point it becomes inclusive or authentic in style.

First, build self-awareness using tools like the Enneagram to recognize your own tendencies and blindspots when judging relationships. Then seek ongoing feedback from all team members to understand how they experience your leadership. Identify ways to enhance weaker relationships by building more trust and partnership. Show you value their input through greater empowerment and inclusion. Your vulnerability in self-examination and embracing feedback demonstrates consistency and care, strengthening communication and engagement. It allows you to nurture reciprocity, alignment of values, and high-quality LMX across all members.

LMX can be both useful and complex.Great insights from others. Its a tool,not a style. 1. Leaders level of self awareness and openness to seek feedback and different perspective matters. 2. Understanding your own span of control in complex turn overs, team size and changing dynamics. 3. Communicating the difference between in-groups and out-groups and how they contribute to the leadership and organization goals. 4. Helping people understand and provide them tools and environment of self reflection and what will it take to be part of in-groups. 5. Help people understand and to be able to not play bias, favoritism sounds easy then done because leaders cannot always control others perception. Open and transparent periodic communication help

The power of LMX lies in its ability to generate conversation and connection, managers should leverage that to develop more cohesive teams. It is important to remember it is more of a tool than a style and should be treated like a fixture into another "better" style that will attract and include the greatest number of people.