Get the best from every team member.
As a manager, it's not always right to treat everyone on your team in the same way.
For instance, you probably have team members that you've developed a great relationship with: you trust them, they work hard, and they've never let you down. To you, these team members are invaluable, and you make an extra effort to send challenging projects their way.
It's also likely that you have others on your team who you think less well of. They may not have far-reaching career goals, they're less competent, and you simply don't trust them to the same extent. These team members get everyday responsibilities, and are not considered for promotions or challenging assignments.
However, have you ever stopped to analyze why you don't trust certain team members? Rightly or wrongly, do you let that distrust, or the belief that they're unreliable, influence how you relate to them? Do you, even subconsciously, withhold opportunities that might help them grow and succeed?
This situation is at the heart of the Leader-Member Exchange Theory. This theory, also known as LMX or the Vertical Dyad Linkage Theory, explores how leaders and managers develop relationships with team members; and it explains how those relationships can either contribute to growth or hold people back.
The Leader-Member Exchange Theory first emerged in the 1970s. It focuses on the relationship that develops between managers and members of their teams.
The theory states that all relationships between managers and subordinates go through three stages. These are:
Let's look at each stage in greater detail.
Role-taking occurs when team members first join the group. Managers use this time to assess new members' skills and abilities.
New team members then begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role.
The theory says that, during this stage, managers sort new team members (often subconsciously) into one of two groups.
During this last phase, routines between team members and their managers are established.
In-Group team members work hard to maintain the good opinion of their managers, by showing trust, respect, empathy, patience, and persistence.
Out-Group members may start to dislike or distrust their managers. Because it's so hard to move out of the Out-Group once the perception has been established, Out-Group members may have to change departments or organizations in order to "start over."
Once team members have been classified, even subconsciously, as In-Group or Out-Group, that classification affects how their managers relate to them from then on, and it can become self-fulfilling.
For instance, In-Group team members are often seen as rising stars and the manager trusts them to work and perform at a high level. This is also the group that the manager talks to most, offering support and advice, and they're given the best opportunities to test their skills and grow. So, of course, they're more likely to develop in their roles.
This also holds true for the Out-Group. The manager spends little, if any, time trying to support and develop this group. They receive few challenging assignments or opportunities for training and advancement. And, because they're never tested, they have little chance to change the manager's opinion.
You can use the Leader-Member Exchange Theory to be aware of how you perceive members of your own team.
To do this, follow these steps:
Chances are, you know who's in your Out-Group already. Take a moment to note their names down.
Next, analyze why these people have fallen "out of favor." Did they do something specifically to lose your trust? Do they exhibit bad behavior at work? Are they truly incompetent, or do they have low motivation?
Analyze what they've actually done, and compare the facts with your perceptions. Do these match, or have you (perhaps subconsciously) blown things out of proportion?
It's important that, as the leader, you make a reasonable effort to reestablish a relationship with Out-Group team members. Research published in the Leadership Quarterly journal in 1995 showed that team members who have high quality relationships with their leader have higher morale, and are more productive than those who don't. So you, and your organization, can benefit from creating a better relationship.
Keep in mind that this group will likely be wary of any attention or support from you; after all, they may not have had it in the past.
First, meet each team member one-on-one. Take the time to find out if they're happy with their job. What are their career goals? What can you do to make their work more challenging or engaging?
A one-on-one meeting can also help you identify that person's psychological contract with you - that is, the unspoken benefits they expect from you, as their leader. If they're in the Out-Group, they may feel that the psychological contract has been broken.
Once you've had a chance to reconnect with your team members through one-on-one meetings, do what you sensibly can to continue to touch base with them. Practice management by walking around, or drop by their office to see if they need help on projects or tasks. Work on getting to know these team members on a personal level.
Remember, the biggest advantage to the Leader-Member Exchange Theory is that it alerts you to the preference you might unconsciously - and possibly unfairly - be showing some team members; this allows you to offer all of your team members appropriate opportunities for training, development, and advancement.
You may also want to provide them with low risk opportunities to test and grow their skills. Use task allocation strategies to make sure you're assigning the right task to the right person. Also, take our Bite-Sized Training session, Setting Goals for Your Team, to learn how to set effective and realistic goals for these team members.
You can also use the Nine-Box Grid for Talent Management
to re-assess their potential from time to time, and to give them the right development opportunities.
A problem with the Leader-Member Exchange Theory is that it assumes that all team members are equally worthy of trust, prestigious projects and advancement. Although we may like to think that everyone is honest, hard-working and worthy of our esteem, the reality can be different!
Managers need to get the best possible results. This means putting the right people in the right places, and it means developing and reinforcing success. Of necessity, this means that talented people will get more interesting opportunities and may get more attention than less-talented ones.
Use the Leader-Member Exchange Theory to make sure that you're objective in the way that you deal with people, but don't be naïve in the way that you apply it.
The Leader-Member Exchange Theory first appeared in the 1970s. It analyzes the relationship between managers and team members.
Team members typically go through three phases in their relationship with their manager: Role-Taking, Role-Making, and Routinization.
Typically, during the Role-Making phase, group members are classified into one of two groups: In-Group, and Out-Group. In-Group team members often receive more attention and support, and more opportunities, from their managers. Out-Group members get very little face time, and few opportunities.
You can use the Leader-Member Exchange Theory to identify and validate any perceptions that you might have of people on your team.
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Graen, G.B. and Uhl-Bien, M. (1995) 'Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective,' The Leadership Quarterly, Volume 6, Issue 2, Summer 1995, pp 219-247. (Available here.)
Winkler, Ingo (2009) Contemporary Leadership Theories, London: Physica-Verlag HD.
Case, R (1998) 'Leader Member Exchange Theory and sport: possible applications,' Journal of Sport Behavior, December 1998.