I have just transferred units this week, because my former squadron is making the move from Okinawa to Iwakuni. Looking back at my previous unit as the work center supervisor I now realize after reading about the Leader-Member Exchange (LMX) theory that I may have created an “in group” within my own shop. This is alarming to me because I didn’t want to create an environment where some subordinates felt that I displayed favoritism towards certain individuals. But unfortunately this was the case. I found that when I first started working in my previous shop the interactions I was having were much like they are now with personnel within my current work center, we were in the stranger phase; low quality exchanges based on a set of rules. Over time, I saw that certain individuals wanted to advance themselves and get promoted in the Marine Corps and others wanted to just do their time and get out after 4 years and pursue other goals. I felt that my time should be focused on giving the Marine Corps a better product for the future and poured myself into those that I knew would appreciate it. These individuals and I were now in the acquaintance phase; where I was sharing with them more of my time and started mentoring them on more than just their professional career. I also started counting on them to do additional work outside of their regular duties and they embraced it. Eventually with certain individuals a tight mutual respect was formed and we moved into the mature relationship phase. In this phase, we could trust each other; when we gave each other advice, we knew it was for our benefit. We became more than co-workers; we were friends that had many of the same interests. As a result of these people being in the “in” group and receiving extra mentorship and guidance they were promoted ahead of their peers, which is a good thing. I don’t want the perception to be that they were teacher pets and that’s why they were rewarded. The truth is they worked harder than their peers and as a result learned more about their job. Unfortunately, members of the “out” group who were usually there by choice would still judge them as a teacher’s pet.
After reading this chapter, I’m going to take my leadership prescription and ensure that I create high quality exchanges between myself and everyone within my new work center. The benefits of ensuring this occurs are too enormous for a supervisor to ignore; if employees are happy with their leaders they will produce better results at work. I am going to work to get everyone out of the stranger phase and at least into the acquaintance phase. Although the LMX theory doesn’t tell you how to create high quality exchanges, I believe they can be achieved by taking an active interest in the lives of subordinates. Remembering their family members’ names and holidays can display genuine interest in them and perhaps establish a mutual respect and trust. Although there is no perfect measure of LMX, I know when I’m giving my full effort to help someone grow and when I’m not. I suppose the way to measure these exchanges is by my conscious.
References
Northouse, P. G. (2013). Leadership: Theory and Practice (Sixth ed.). Los Angeles, CA: Sage Publications, Inc.
Penn State World Campus. (2014). Lesson 8: Leader-Member Exchange Theory. Retrieved from Psych 485:Leadership in Work Settings: https://courses.worldcampus.psu.edu/su14/psych485/002/content/08_lesson/printlesson.html
One of the worst problems with all psych courses is when you figure out you did something wrong. But you have to take it in stride. From my time in the Marine Corps I found it very difficult to avoid these groups. Now a leader can ensure that equal contact is made with every Marine, but it is hard to make sure the quality of exchange is equal. Exchanges take both a give and take. It is human nature to mesh better with some than others. It is Marine nature to nurture those who want to move forward, and deal with those who are “buying their time”.
I remember once I was determined to get this guy in line and form a good working relationship with him. Through mentoring sessions I would reach out, ask what could be done better, and all I ever got back was “I dunno” or “yup”. It was clear he was not interested in being in the “in-group”, which was a close knit group of Marines who poured their heart and soul into their work. While this was a difficult pill to swallow I just let him be, and he did fine. When his time came, he was out without ever looking back.
I think in some ways these groups form organically. Sometimes they are fixable, other times they are not. While LMX theory does suggest trying to work more closely with the “out-group” there are times that is just not possible. So don’t be too hard on yourself. I agree that you have to be careful, and I know it is hard in the Marine Corps to not get bonded with some and not others.
Another point is that sometimes phases have to be gone through for good results. Sometimes you have to “go by the book” in order to figure out where everyone fits. If the group is pretty self sufficient as a lot of units are when new leaders arrive, sometimes it is easy to breeze through the strangers phase. But if things need to be adjusted, sometimes leaders need to be allowed to go back to the book in order to find where progress can be made. Just food for thought!