Dark Side of Relational Leadership: Why Individuals Do Bad Things for their Leader or Themselves

Vriend, Tim; Said, Ramzi

doi:10.5465/ambpp.2014.11558abstract

Cited by 2 publications

(1 citation statement)

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“…The results implied a dark side of the partnership. Vriend and Said (2014), by applying a social exchange structure, investigated how LMX stimulates subordinates to consider unethical behaviors; and Nelson and Wright (2014) focused on the middle-quality group in LMX and emphasized the consequences of this group.…”

Section: Leader–member Exchangementioning

confidence: 99%

Leader–member exchange in public organizations: a qualitative study

Salehzadeh¹

2019

IJPL

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Purpose The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory. Design/methodology/approach This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts. Findings The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX. Originality/value This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.

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Section: Leader–member Exchangementioning

confidence: 99%