Towards Exploring Protagonist of LMX Theory of Leadership in Augmenting Employee Performance and Leader-Member Relations

Abstract

This review paper aims to examine the applicability and influence of Leader–Member Exchange (LMX) theory in enhancing individual performance and leader–member relationships within organizations.

A retrospective approach was adopted, reviewing relevant literature to explore the contemporary perspective of LMX theory. This methodology facilitated a comprehensive and in-depth understanding of the theory, which incorporates both leader and follower perspectives in explaining leadership phenomena.

Findings from existing literature and developments in organizational and management sciences over the past few decades suggest that LMX theory is closely associated with two key constructs: employee performance and leader–member relationships. The theory contributes positively to improving both employee performance and relational dynamics within organizational settings.

The study highlights the need for further empirical research to examine these constructs within diverse contexts, thereby enhancing the generalizability of LMX theory.

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