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An Exploration of Leader Member Exchange Influencers in The An exploration of leader member exchange influencers in the hospitality industry HUSAIN, Fazila Available from Sheffield Hallam University Research Archive (SHURA) at: http://shura.shu.ac.uk/25467/ This document is the author deposited version. You are advised to consult the publisher's version if you wish to cite from it. Published version HUSAIN, Fazila (2019). An exploration of leader member exchange influencers in the hospitality industry. Doctoral, Sheffield Hallam University. Copyright and re-use policy See http://shura.shu.ac.uk/information.html Sheffield Hallam University Research Archive http://shura.shu.ac.uk An Exploration of Leader Member Exchange Influencers in the Hospitality Industry Fazila Husain A doctoral thesis submitted in partial fulfilment of the requirements of Sheffield Hallam University for the degree of Doctor of Philosophy in Organisation and Management May 2019 1 Abstract The aim of this research is to contribute to Leader Member Exchange (LMX) theory and knowledge on leader member exchange by exploring the influencers of LMX. Much of past research within the field of LMX has relied on a cause-effect approach to examine dyadic exchanges and their impact on LMX strength likewise has drawn links between the strength of LMX and individual and organisational outcomes. This study explores the influencers of LMX external to the dyadic relationship to examine how they affect LMX. The hospitality industry was chosen as the context within which to conduct this research as it is heavily reliant on exchanges and shares similarities with the LMX construct. In 2016 a total of 19 leaders and 21 members were interviewed from 6 different hospitality venues in India, using the critical incident technique. The data was then analysed thematically over two stages:- 1) NVIVO coding and 2) manual analysis. Findings revealed that LMX was not entirely constructed on dyadic exchange and contributes to knowledge by identifying 4 dimensions external to the dyad that acted as influencers: Member to Member Exchange (MMX), Leader to Leader Exchange (LLX), Leader 1 to Leader 2 Exchange (L1L2X) and Contextual Entity Exchange (CEX). Additionally, with regard to the hospitality context as an influencer, 12 tools of assessment were identified to have been used by leaders and members to construct their LMX relationship. The influencers of any particular dyad could have been from a single influencer or a combined effect stemming from multiple influencers and this was found to vary depending on the leader-member dyad in question; thereby contributing to knowledge by establishing a framework of potential influencers external to the dyad and evidencing that LMX was not constructed on dyadic exchanges alone. II Candidate Statement I hereby declare that this thesis is my own work and effort and that it has not been submitted anywhere for any award. Where other sources of information have been used, they have been acknowledged Signature: ………………………………………. III Acknowledgements An interesting word isn't it - Acknowledgement An expression of gratitude to accompany an accomplishment A declaration of effort, support and experience Of those that contributed; each with their variance I'd like to start by thanking Dr Emma Martin, Who helped me build my academic voice And Dr Katherine Gardiner For ending every supervisory meeting with my motivation hoist Professor John McAuley for his guidance, his valuable insight and timely alliance My parents:- Farid and Sara Husain For encouragement and genetic contributions to my brain Dilip Chand, a man truly like no other Who adds to my world, a bit more colour With special mention to the colleagues at Unit 5 For creation of a community that made me thrive Mike Leigh for provoking philosophical ponderings Marc Duffy and Katrin Stefansdottir, for the 'let's get fresh air' mid-work wanderings Dr Karina Zheleznyak and Dr Theres Winter for the nights of wine and gin That provided relaxation for the next day writing win For the 'you can do this' hugs from Dr Shqiperim Reka and the 'hard work can make it happen' demonstration by Dr Anna Stalmirska Dr Vishal Parikh for tolerating my overflowing desk Dr Khaled Kesseba and Barbara Tomasella for the progress checks David Hattersley and Francis Awolowo for the 'you're doing well' reminders and Dr Nicola Palmer whose support, input and advice made me and my work stronger At last but not least, I'd like to thank my muse Joyously facilitated both clarity and confuse All of which made this thesis happen Jumbled thoughts lead to clarity; my muse instigated passion IV Abbreviations LMX : Leader Member Exchange VDL : Vertical Dyad Linkage NL : Negotiating Latitude SET: Social Exchange Theory EDL : Exo-Dyadic Lens MMX : Member to Member Exchange LLX : Leader to Leader Exchange L1L2X : Leader 1(Manager) to Leader 2 (Supervisor) Exchange CEX : Contextual Entity Exchange RLMX : Relative Leader Member Exchange V Contents Abstract ........................................................................................................................................................... II List of Figures .................................................................................................................................................. X CHAPTER 1 INTRODUCTION ........................................................................................................ 1 1.1 Background ................................................................................................................................................ 1 1.2 Rationale.................................................................................................................................................... 4 1.3 Research Context ....................................................................................................................................... 6 1.4 Thesis Summary ......................................................................................................................................... 7 CHAPTER 2 LEADER MEMBER EXCHANGE ........................................................................... 11 2.1 Introduction ............................................................................................................................................. 11 2.2 Context of Wider Leadership .................................................................................................................... 11 2.2.1 The leader Orientation ............................................................................................................................ 12 2.2.2 The Member Orientation ........................................................................................................................ 15 2.2.3 The Situation Orientation ........................................................................................................................ 18 2.2.4 The Relationship Orientation .................................................................................................................. 20 2.3 Origin of Leader Member Exchange ......................................................................................................... 23 2.3.1 Vertical Dyad Linkage (VDL) .................................................................................................................... 24 2.3.2 Negotiating Latitude ................................................................................................................................ 26 2.3.3 Social Exchange ....................................................................................................................................... 27 2.3.4 Role Theory ............................................................................................................................................. 30 2.3.5 Evolution of LMX ..................................................................................................................................... 31 2.4 Leader Member Exchange Theory ............................................................................................................ 35 2.4.1 Defining LMX ........................................................................................................................................... 35 2.4.2 Parameters of LMX .................................................................................................................................. 38 2.4.3 Current research trends .......................................................................................................................... 42 2.5 Assumptions and Critique of LMX ............................................................................................................ 46 2.5.1Validity of core assumptions .................................................................................................................... 47 2.5.2 Considerations for future research ......................................................................................................... 50 2.6 Chapter Conclusion .................................................................................................................................. 53 CHAPTER 3- EXPERIENCE CREATION IN THE HOSPITALITY CONTEXT ..................... 55 3.1 Introduction ............................................................................................................................................. 55 VI 3.2 The Essence of Hospitality Exchanges .....................................................................................................
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