A model of relational leadership: The integration of trust and leader–member exchange

By Holly H. Brower. 2000

697 citations recorded by the source corpus.

Abstract This article presents a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust. This model asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other. These perceptions, in turn, influence the behaviors predicted by LMX researchers. This integrated model of relational leadership provides insights into the dynamics of leader-subordinate relationships and resolves some of the inconsistencies in the LMX research without losing the richness and uniqueness of the exchange theory. A number of propositions for future research in relational leadership are also suggested.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7473f92b07db2c13f11c4b264e400da5e187aa85

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

An Integrative Model of Organizational Trust: Past, Present, and Future (2007, neutral): “In an extension of our model, Brower, Schoorman, and Tan (2000) argued that, unlike LMX, trust is not necessarily mutual and is not reciprocal.”
Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance (2012, positive): “” Leader–member exchange theory and relational leadership theory both emphasize the quality of the dyadic relationship between leader and follower in facilitating important employee outcomes such as job satisfaction, and there is considerable empirical support for this link (Dulebohn et al. 2012; Br”
The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange (2010, background): “On the other hand, Brower et al. (2000) stated that effective managers do not work in”
Not all leader–member exchanges are created equal: Importance of leader relational identity (2010, background): “A strong relational identity may also enable leaders tomore easily relate to and trust their followers, therebymaking leadersmore willing to delegating important tasks to followers and promoting participative decision-making (Brower et al., 2000).”
Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (2018, positive): “Relational leaders also are participative in that they seek input from employees, and they treat all group members as equals (Brower et al., 2000).”
Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, positive): “We hypothesize that ethical leaders are likely to develop strong SERs because their followers view them as honorable and trustworthy and because these qualities are known catalysts for the SER development process (see Brown and Treviño 2006; Brown et al. 2005; Hansen 2012; Brower et al. 2000).”