The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. [1]

2022年5月19日 · The leader-member exchange theory—also known as the LMX or vertical dyad linkage theory—alludes to how leader-member relationships (i.e., supervisor-employee relationships) can either empower or detract from the work of an organization as a whole.

2025年1月26日 · The Leader Member Exchange (LMX) Theory is a leadership approach that emphasizes the unique relationships between leaders and their team members. Unlike other leadership theories that focus on leader traits or behaviors, LMX theory highlights the interactions and quality of exchanges between leaders and individual subordinates.

Learn how to use the Leader-Member Exchange Theory to get the best from everyone on your team and redress poor performance.

Leader–member exchange (LMX) theory is a relationship-based, dyadic theory of leadership.

LMX explores how leaders develop relationships with team members and it explains why those relationships can either promote growth or hold people back. The relationship that develops, strongly influences responsibility, decision making, access to resources, and performance.

2025年3月25日 · The Leader Member Exchange Theory (LMX), also called the Vertical Dyad Linkage Theory, describes how leaders maintain their position in groups and how relationships develop with other members of a team that can contribute to growth or hinder development.

Leader-member exchange (LMX) is the foremost dyadic, relational approach to leadership. Findings in LMX show that leaders are more inclusive and communicative with some members compared to others.

2021年8月31日 · Leader-Member Exchange Theory or LMX Theory is a two-way relationship or a dyadic relationship between the leaders and their team members that focus on how the leaders’ relationships with subordinates or followers vary and how it …

2025年2月12日 · Informal observation of leadership behavior suggests that leader’s action is not the same towards all subordinates. The importance of potential differences in this respect is brought into sharp focus by Graen’s leader-member exchange model, also known as the vertical dyad linkage theory.