Module 5: Journal Practice ‘Enable Others to Act’

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Chapter 7 Leader–Member Exchange Theory To print your results, click the “Print Survey” button toward end of the questionnaire. If you are using the Bookshelf desktop application, you may also print by selecting “File” then “Print”. Your results will be saved each time you log off. To save your results to a file, click “Print Survey” then select the option in the “Print” dialog box to save the pages as a PDF.

LMX 7 Questionnaire

Instructions: This questionnaire contains items that ask you to describe your relationship with either your leader or one of your followers. For each of the items, indicate the degree to which you think the item is true for you by selecting one of the responses that appear below the item.

1. Do you know where you stand with your leader (follower) . . . [and] do you usually know how satisfied your leader (follower) is with what you do?

2. How well does your leader (follower) understand your job problems and needs?

3. How well does your leader (follower) recognize your potential?

4. Regardless of how much formal authority your leader (follower) has built into his or her position, what are the chances that your leader (follower) would use his or her power to help you solve problems in your work?

RarelyRarely OccasionallyOccasionally SometimesSometimes Fairly oftenFairly often Very oftenVery often

1 2 3 4 5

Not a bitNot a bit A littleA little A fair amountA fair amount Quite a bitQuite a bit A great dealA great deal

1 2 3 4 5

Not at allNot at all A littleA little ModeratelyModerately MostlyMostly FullyFully

1 2 3 4 5

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5. Again, regardless of the amount of formal authority your leader (follower) has, what are the chances that he or she would “bail you out” at his or her expense?

6. I have enough confidence in my leader (follower) that I would defend and justify his or her decision if he or she were not present to do so.

7. How would you characterize your working relationship with your leader (follower)?

By completing the LMX 7, you can gain a fuller understanding of how LMX theory works. The score you obtain on the questionnaire reflects the quality of your leader– member relationships, and indicates the degree to which your relationships are characteristic of partnerships, as described in the LMX model.

You can complete the questionnaire both as a leader and as a follower. In the leader role, you would complete the questionnaire multiple times, assessing the quality of the relationships you have with each of your followers. In the follower role, you would complete the questionnaire based on the leaders to whom you report.

Scoring Interpretation

NoneNone SmallSmall ModerateModerate HighHigh Very highVery high

1 2 3 4 5

NoneNone SmallSmall ModerateModerate HighHigh Very highVery high

1 2 3 4 5

StronglyStrongly disagreedisagree DisagreeDisagree NeutralNeutral AgreeAgree Strongly agreeStrongly agree

1 2 3 4 5

ExtremelyExtremely ineffectiveineffective

Worse thanWorse than AverageAverage AverageAverage

Better thanBetter than averageaverage

ExtremelyExtremely effectiveeffective

1 2 3 4 5

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Although the LMX 7 is most commonly used by researchers to explore theoretical questions, you can also use it to analyze your own leadership style. You can interpret your LMX 7 scores using the following guidelines: very high = 30–35, high = 25–29, moderate = 20–24, low = 15–19, and very low = 7–14. Scores in the upper ranges indicate stronger, higher quality leader–member exchanges (e.g., in-group members), whereas scores in the lower ranges indicate exchanges of lesser quality (e.g., outgroup members).

This questionnaire is different from others in the book but equally important. It relies on your own assessment as a follower in a leader-follower relationship and does not include the leader’s perspective on the relationship. The following feedback is based on the assumptions of leadership making: that a leader should develop high-quality exchanges with all of his or her subordinates rather than just a few. We recognize that in some cases, developing a closer relationship with a leader may not be necessary, for instance, if you plan to change jobs or do not plan to stay in the organization for very long. In these cases, the goal of building effective relationships with all employees would not apply in your present postion, but will apply to future leadership roles and practicing effective leadership making is always a critical leader responsibility.

High LMX Score (25–35)

A high score indicates you have strong, high-quality exchanges with the leader you assessed in the LMX 7 and high trust in the leader’s commitment to you. These high- quality exchanges suggest you are an in-group member and benefit from a high- quality partnership. Phase 3 (partnership) of the leadership-making model probably applies to you in this situation. Even as you benefit from this high-quality relationship, it is important to mitigate the perceptions of others in regard to being favored and it is important to remain productive while demonstrating commitment to the greater good of the team.

To maintain this positive leader-follower relationship, it is important for you to keep working well with the leader. Consider engaging it the following actions to maintain this relationship:

Reflect on how you can better communicate regularly with your leader. What is his or her preferred mode of communicating (email, face to face, text, etc.)? How can you improve your listening skills in order to provide effective feedback to the leader?

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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Continue to be dependable, perhaps even volunteer to take on additional responsibilities to illustrate your commitment and loyalty to the leader. Consistency is key to building trust; trust is the foundation of an effective relationship. Volunteer to mentor a promising member of your organization. Collaborate with your leader to develop a professional development program that benefits the rising star as well as the organization. Maintain a positive attitude. Positivity generates energy within others and encourages others to do more than they think they can do. People like to be around positive people and positivity is a leader enabler. If you are not usually positive, reflect on why you are not and try to develop techniques or new behaviors that promote a positive attitude.