Developing the Leader-Follower Relationship: Perceptions of Leaders and Followers

Abstract

Leader-member exchange (LMX) theory considers the impact that leaders and followers relationships have on an organization. This study was an investigation of the leader-follower relationship and the influence these relationships have on individual performance in an organization. The purpose of the study was to explore the lived experiences of leaders and followers who had experienced the phenomenon. A qualitative research method and phenomenological design was employed for data collection and analysis to examine leaders and followers lived experiences. Twenty-three participants, comprising of seven leaders and sixteen followers, were interviewed using an in-depth, one-on-one semi-structured interview process. Data from the interviews were recorded, transcribed, and analyzed. Analysis of the data identified collaborative relationship, partnership relationship, and engaged relationship as major contributors to the leader-follower relationship and the influence of the relationship on individual performance.