A discussion that would be interesting to explore in regards to Leader-Member Exchange Theory (LMX), would be what happens when a person goes from the in-group to the out-group and vice versa? As I’ve mentioned in previous posts, I was in a job that I was happy with and would have continued for many years. However, after a year long struggle with a change in management, I left.
After this chapter, it seems likely that I was considered part of the in-group with the first manager – doing additional work beyond my job description, being visible and agreeable, and in turn, given more responsibility and rewards which increased my job satisfaction. (Northouse, 2013) With the second manager, I transitioned (willing or unwilling) to more of an out-group member. My lack of motivation led to a desire to simply show up, do my job, and go home. (Northouse, 2013) Did the change from in-group to out-group subconsciously effect my job satisfaction? While some continued within their original groups, it was clear that I was not the only one whose status changed. Did they experience a change in motivation as well? In that respect, it almost becomes a question of “Which came first, the chicken or the egg?” Did my lack of motivation due to a dislike of the new manager contribute to being perceived as part of the out-group? Or did moving to the out-group cause less motivation?
I think an unmentioned flaw of this theory may be that there is vagueness to it. Yes, interaction between the leader and followers is a two way street. I couldn’t agree more and find this to be a relatable real world theory. However, it also seems that there are many avenues this theory could travel. Motivation in relation to one’s place in the in/out groups would be one. Events that cause a change; or cause the leader or follower to want to change their place might be another. Peers’ effects on being part of the in-group or the out-group, in the sense of traditional peer pressure (not just for kids anymore!) could also have an influence.
I don’t have the answers for many of the questions I’ve asked. But it is certainly something I continue to think about and have become more aware of in my daily interactions.
Northouse, P.G. (2013). Leadership: Theory and Practice (6th edition). Thousand Oaks, California: Sage Publications.