Recently, I got promoted (Please hold the applause until later!). It was not an incredible step up, but a step up nonetheless. I was given more autonomy, more decision making, more responsibility, and most importantly more cash. After reading the lesson materials around the Leader-Member Exchange Theory, I wondered if this theory explained, at least in part, why I was promoted.
The Leader-Member Exchange Theory is a theory that takes a different approach to leadership and focuses on the interactions or relationships between leaders and followers (Northouse, 2016, p. 137). The Leader-Member Exchange Theory “makes the dyadic relationship between leaders and follower the focal point of the leadership process” (Northouse, 2016, p. 137). This dyadic relationship is best described as the individual working relationship between the leader and follower or better put the “exchanges (both content and process) between the leader and follower” (Northouse, 2016, p. 139). These relationships between the leader and each follower are unique and create two categories of relationships: defined roles and extra-roles. The defined roles are the “formal employment contract” which means that the follower only does what is on their job description (Northouse, 2016, p.138). This type of role is also known as out-group. Extra-roles or in-group is defined as “those that are based on expanded and negotiated role responsibilities” which means that the follower goes beyond the formal job description (Northouse, 2016, p. 138).
It should not come as a shock, that I am an in-group member with my manager. (As I think about it more, I have never been an out-group member, I any job that I have held — it is just against my nature to only do the bare minimum.) Several years ago, when I began reporting to my manager, I expressed that I wanted to help our work group in any way that I could. Obviously, I meant what I said, but I had no idea at the time that, several years down the road, I would be helping interview for new positions, onboard new hires, and educate department members on new process and procedure. This comment and subsequent other extra-roles have helped me develop a better relationship with my manager where she did more for me as a follower. For instance, when my daughter is sick, I am given the option of working from home so I do not have to use a vacation or personal day. Another benefit that I am given is I can attend several conferences and training events a year. Obviously, these extra developmental opportunities have helped create a more defined career path for myself which have led to my recent promotion. Lastly, I believe that the higher quality leader-member exchanges that we have had over the last several years has led to my higher quality output and better performance evaluations (Northouse, 2016, p.140).
So you can be the judge! Could the Leader-Member Exchange Theory be the reason why I was promoted? Or was it just a manager noticing potential in an employee and taking a chance? I should mention that I am in the process of becoming a leader with my organization since I am involved in interviews and leading high profile projects as well as being the recipient of other leadership development opportunities. As Northouse points out, leadership making is also a by-product of high-quality leader-member exchanges (2016, p. 142).
References:
Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Wendi Wright-Davis says
A broken record here but, congratulations on your promotion, obviously your employer took into regards your ability to do the job. You also emulated what a good employee can do.
Managers need to get the best possible results. This means putting the right people in the right places, and it means developing and reinforcing success. Of necessity, this means that talented people will get more interesting opportunities and may get more attention than less-talented ones. This is how your employer sees you because not only are you an in-group member but you mentioned that you usually go the extra mile to go above and beyond what is asked of you in order to succeed in your position.
Typically, during the Role-Making phase, group members are classified into one of two groups: In-Group, and Out-Group. In-Group team members often receive more attention and support, and more opportunities, from their managers. Out-Group members get very little face time, and few opportunities (PSU WC, 2016).
For instance, In-Group team members are often seen as rising stars and the manager trusts them to work and perform at a high level. This is also the group that the manager talks to most, offering support and advice, and they’re given the best opportunities to test their skills and grow. So, of course, they’re more likely to develop in their roles.
This also holds true for the Out-Group. The manager spends little, if any, time trying to support and develop this group. They receive few challenging assignments or opportunities for training and advancement. And, because they’re never tested, they have little chance to change the manager’s opinion.
Reference:
Northhouse, P. G. (2016). Leadership Theory and Practice. Thousand Oaks, CA: Sage
Pennsylvania State University World Campus (2016). PSYCH 485: Leadership in Work Settings. Lesson 08. Retrieved from: https://courses.worldcampus.psu.edu/sp16/psych485/002/content/08_lesson/01_page.html
Jess says
I think the leader-member exchange theory explains the ways in which relationships are created through the completion and performance of job tasks; the types/classifications of leader-member relationships; and the different experiences that both members gain from those relationships. I certainly wouldn’t say that your leader just noticed potential and took a chance: it seems as if your leader took a chance when she acknowledged your motivation and accepted your offer to help out with extra-roles (years ago). Your competence and subsequent performance resulted in the increased job tasks, responsibilities/job enrichment and your relationship (Muchinsky, 2012).
At this point, it sounds as if your competence is not in question and your work performance is what has caused you to become part of the “in-group” and the established relationship you have with your leader is along the lines of a mentoring type of relationship. Under the “leader-member exchange (LMX) theory […] leaders differentiate their subordinates in terms of (1) their competence and skills, (2) the extent to which they can be trusted (especially when not being watched by the leader), and (3) their motivation to assume greater responsibility within the unit” (Muchinsky, 2012, p.403).
The personal benefits of your relationship may be seen in “the option of working from home”. In terms of the professional relationship you have with your manager, it sounds as if it’s along the lines of a mentoring program: your competence and leadership potential have afforded you the opportunity to “attend several conferences and training events a year,” which is more of a leadership development situation (Phillips, 2012).
Complementing your Northouse reference, “leadership making is also a by-product of high-quality leader-member exchanges (2016, p. 142),” management/leaders play a vital role in succession planning (Phillips, 2014). It is under their discretion, whether an employee is competent and ready for a promotion in terms of succession planning and leadership development.
If a leader/manager did not prepare the employee with the correct skill set and overall competence to perform more complex tasks, the manager would inevitably negate their managerial credibility and competence as well as possibly harming the organization’s performance. Likewise, management/leaders would not endorse skills/competencies, needed for a promotion, if an employee did not have them when it came time for yearly performance reviews/appraisals (Phillips, 2012).
So after all of that, have I sold you on your professional competence and I can say “Congratulations!!” yet??!
Congratulations! 🙂
References:
Muchinsky, P. (2012). Psychology applied to work. Summerfield, NC: Hypergraphic Press.
Northouse, P. (2016). Leadership: Theory and practice. Thousand Oaks, CA: Sage .
Phillips, J., Gully, M. (2012). Strategic Staffing (2nd edition). Prentice Hall.
Connie D Walls says
Congratulations upon your promotion. It is perhaps interesting that you should choose to question the reason for your recent promotion. Does the Leader-member exchange theory denote less of an accomplishment? While I would like to think you were promoted through several aspects of your abilities, I find little reason to wonder. If your employer is promoting due to the Leader-member exchange theory, I would assume that this would be a positive aspect due to the fact that the social skills exhibited by you are an asset and are deserving of recognition. I think sometimes we might attach negative qualities to this aspect due to the fact that false behavior in order to achieve gain can enter into play with this particular type of behavior. But good social and team skills are positive qualities and I hope you are able to see the value of the positive aspects of the Leader-member exchange theory. Congratulations again, I hope you are enjoying your new position.
Jennifer Lynn Condon says
Congratulations on the promotion! I think it’s both! (And that’s not a bad thing.) You didn’t get to be part of the in-group by not knowing what you’re doing. Northouse (2016) says individuals become part of the in-group because they work well with the leader, and because they work to expand their role responsibilities, so it’s no surprise that you would be promoted. And if that’s what you’ve done to be part of the in-group, I feel you, and those working under you, deserve it. You’ve shown that you have what takes and that you’re willing to go above and beyond, not only as a leader, but as an employee. Like Northouse (2016) says, those in the in-group are more dependable, get involved more, and communicate better than those in the out-group. All of those qualities are something I look for in a good leader. I wouldn’t want someone the opposite of that description being in charge. Long story short, be proud of your accomplishment, regardless of the reason it happened. You obviously possess the qualities your company is looking for to lead other employees toward success.
Northouse, P.G. (2016). Leadership: Theory and Practice. Los Angeles, CA. Sage Publications, Inc.
Nicole Laborante Phoenix says
The References for my post are below:
References
Northouse, P. G. (2016). Chapter 14: Team Leadership. In Leadership: Theory and Practice (7 ed. (Ch. 14). Retrieved from https://online.vitalsource.com/#/books/9781483317540/cfi/6/26!/4/2/4/2@0:0
Nicole Laborante Phoenix says
Congratulations on your promotion! I think you posed a very good question. I think that the answer relates to both. You manager definitely saw the potential in you and you expressed that potential by your good work ethic and passion to take on more. When you apply so much energy into a job and go above and beyond to help your organization it would be a great tragedy if they did not see that potential in you. Unfortunately this is the case in many situations and great workers are undervalued and the leaders above them are unable or unfit to see that potential.
Seondly I do see how the leader-member exchange theory holds true. “Within an organizational work unit, followers become a part of the in-group or the out-group based on how well they work with the leader and how well the leader works with them” (Nothouse, 2016). As you mentioned you have a strong relationship with your manager and she clearly values your interpersonal skills and commitment to her and the organization. I think that this dynamic definitely played a role in your promotion but ultimately your work ethic is what has propelled you in to this elevated positions.
Joy-ann Trask says
First, congratulations on your promotion. I found your post interesting because you mentioned how you consider the fact that you may have been promoted due to the fact that you insinuated yourself as part of the “in-group” with your manager, which may have been a factor in your promotion. Truthfully, this may be part of it, but there is nothing wrong with that situation. Under the leadership making approach that Graen & Uhl-Bien (1991, as cited by Northouse, 2016, p.142-143) researched within the LMX theory, you underwent the development process with your manager by progressing through the three stages. Once you started in your previous position you got to know your boss and quickly progressed from the stranger phase into the acquaintance phase with your boss during which time you let her know that you let your manager know that you wanted to help your work group in any way that you could. In exchange for doing more than the bare minimum and putting forth extra effort at your job, you were given more responsibilities and resources from your boss that put you into the position of becoming promoted. At this point, because your relationship with your boss became reciprocal it opened up the door to phase three of leadership making in which you earned a higher degree of trust, respect and obligation from your manager because of the quality of work that you put forth that benefited not only the both of you, but also the organization. (Northouse, 2016, p. 143). As such, because you were willing to go the extra mile at work, you put yourself in the position to be promoted by going above and beyond. You showed your manager and the company that you were committed to your job and as a result you were rewarded with the opportunity of a promotion, which made being part of the in-group effective on both your parts (PSU WC, 2016, l.8 p.5). Had you not wanted to do that, or earned your new position, you would have remained part of the out-group, and thus just been doing the basic requirements needed to fulfill your former position. So yes, your promotion may have come, in part, due to the in-group relationship described by the leader-member exchange group you formed with your boss, but it sounds like you earned that position through your own efforts at placing yourself within the right situation to make that possible.
Graen, G. B. & Uhl-Bien, M. (1991). The transformation of professionals into self-managing and partially self-designing contributions: Toward a theory of leadership making. Journal of Management Systems, 3 (3), 33-48.
Northouse, P. G. (2016). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE Publications, Inc.
Pennsylvania State University World Campus. (2016). Lesson 8: Leader-Member Exchange Theory (LMX). PSYCH485: Leadership in Work Settings. Retrieved from https://courses.worldcampus.psu.edu/sp16/psych485/001/content/08_lesson/05_page.html.