Purpose

This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.

Design/methodology/approach

This study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.

Findings

The themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.

Research limitations/implications

Each theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.

Practical implications

The model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.

Originality/value

The model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

中文翻译：

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超越 LMX：走向基于理论的、差异化的领导-成员关系观点

目的

这篇概念性文章开发了一组基于理论的主题，这些主题描述了领导者和成员如何根据他们的依恋风格、领导和跟随的动机以及他们的人际关系取向进行互动。

设计/方法/途径

本研究提出，领导者和成员的依恋风格，受他们领导和/或跟随的动机以及他们的人际关系取向影响，决定了主要（最常发生）和次要（较少发生）领导-成员关系 (LMR) 的出现主题。

发现

这些主题被标记为相互肯定、控制、声望、相互冷漠、冲突、不平衡和相互依赖。这篇文章描述了这七个主题如何基于他们自己的研究流，包括作为前三个基础的领导-成员交换 (LMX)，以及这些主题如何在产生心理安全、主动性和积极性的操作结果的行为中发生变化功能，这反过来又会产生性能结果。绩效结果会影响领导者和成员对他们关系的看法以及他们对未来的预期。领导与成员的相似性、情境压力和对他人关系的看法缓和了 LMR 的发展。

研究局限性/影响

每个主题都反映了一种互动模式，这种互动模式会产生领导者和成员感受到的心理安全程度、领导者和成员为他们的关系投入精力的主动性以及领导者和成员一起运作的程度。反过来，这些行为会影响领导者和成员如何看待彼此和他们自己，以及他们对未来关系的预期。

实际影响

组织发展和人力资源专业人员可以使用该模型来评估领导者-成员二元组，并培训领导者和成员了解影响他们关系的因素以及这些因素如何影响绩效结果。

原创性/价值

该模型通过提出一组基于理论的主题来描述领导者与团队成员如何互动以及他们的关系如何发展，从而为关于领导者与成员关系的文献做出贡献。