View/Open

The theories that focus on followers portray how the followers manage their work with
only a slight reliance on the leaders. The theories in this approach include self
management, the leadership substitutes and empowerment (Minsky, 2002).
In recent years there has been a shift in the research work from traditional leadership
styles (Berger & Brownell, 2009) to contemporary theories which include the leader-
member exchange theory (Dansereau, Graen, & Haga, 1975; Graen & Cashman, 1975;
Kim et al., 2010a; Kim & George, 2005; Kim et al., 2004; Uhl-Bien & Graen, 1993)
and the social identity theory (Hogg, 2001; Hogg & Martin, 2003). These theories
emphasise the concept that leadership theories emerging from the leader-member
relationship process. Theories in this category are based on the postulation that the
relationship is similar and as a result an ‘average’ style is thought of across the groups
(Schriesheim & Kerr, 1977). The Leader Member Exchange (LMX) theory is based on
this concept but differs by not regarding all the leader-follower relationship to be in an
average style; instead it posits that the leader develops a unique relationship with each
of his or her followers (Minsky, 2002). Consistent with this viewpoint, House and
Aditya (1997, p. 430) observe,
The proponents of the theory argue that the quality of the mature superiorsubordinate
dyadic relationships would be more predictive of positive
organisational outcomes than traits or behaviours of superiors.
Lord, Brown, and Harvey (2001) argue that leadership cannot be understood with only
studying the leader’s action and not that of the member. Haslamand Platow (2001)
further warn against any explanation of leadership that relies on an analysis of the
behaviour of any one of the two individuals in the relationship and not on the
relationship process between them. Leader Member Exchange theory is one of few
leadership theories that rely on the relationship between the individuals.
12