Leaders and followers — common mistakes

When discussing LMX, avoid the oversimplification that it is just about favouritism. Instead, explain it as a dynamic process where relationship quality is built on trust, contribution, and mutual respect, leading to differentiated outcomes for employees.

In your answers, demonstrate an understanding that followership is not just obedience. Use Kelley's typology (e.g., 'Exemplary Follower') to describe how followers actively contribute to organisational success or failure.

When evaluating a leader's effectiveness, analyse their use of power using French and Raven's terminology. For example, 'The manager's reliance on coercive power likely decreased intrinsic motivation, whereas a leader using referent power would inspire greater loyalty.'

For higher marks, link the stages of LMX development to practical organisational outcomes. For example, a successful role-making phase leads to higher job satisfaction and lower staff turnover for that employee.

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.

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.

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.