Question 1

Is LMX theory just another way of describing a leader having 'favourites'?

Accepted Answer

While it may appear that way on the surface, LMX theory is more nuanced. It's not about arbitrary favouritism but about a developmental process. High-quality relationships (in-group status) are typically earned through a follower's competence, trustworthiness, and willingness to take on extra responsibilities. The theory describes this dynamic and its consequences, rather than simply endorsing favouritism.

Question 2

Does 'followership' mean that followers should just be obedient and do what they are told?

Accepted Answer

This is a common misconception. Modern followership theories, like Kelley's, argue the opposite. Effective followership involves active engagement and critical thinking. 'Exemplary followers' are valued for their ability to think for themselves, offer constructive criticism, and actively contribute to goals, rather than blindly obeying orders. Passivity and uncritical conformity define ineffective follower styles.

Question 3

Is power in an organisation only held by the person in charge (the leader)?

Accepted Answer

No, power is not exclusive to the formal leader. While leaders hold 'legitimate power' due to their position, other forms of power can be held by anyone. For example, a junior employee with unique technical skills has 'expert power', and a popular colleague who is well-liked and respected has 'referent power'. Followers can use these power bases to influence their leaders and peers, demonstrating that influence flows in multiple directions within an organisation.

Leaders and followers

What you need to know

Leaders and followers