Leader-Member Exchange & Its Impact on Relationship Conflict: A Generational Study.
| Date | 01 July 2023 |
| Author | Yadav, Ruchika,Chaudhari, Sushama,Yadav, Ruchika^Chaudhari, Sushama |
Introduction
In the present fast paced and hyper competitive world, organizations have realized that sustaining in long run requires not just speed, flexibility, and continuous reinvention, but also skilled personnel from diverse background and experiences in order to do better than the competition (Moore, 2010). Demographic diversity in terms of age, race, status, and gender are considered important to ensure inclusion, achieve competitive edge and build reputation of the organization. To attain demographic diversity, organizations are placing employees of diverse background, race, and experience in leadership positions (Singh, Bhullar & Sankaran, 2019). Hence, workplace demographics have undergone drastic change in the 21st century wherein employees belonging to different generational groups are working together-from experienced Baby Boomers to the new-bees, Generation Z (Gen Z) who bring lot of fresh and unique perspectives to the table (Chaudhari, Yadav & Rai, 2021). However, there is another side of the story too.
Apart from the known advantages of a multi-generational workforce, it has also been established by the researchers that there are comparatively higher chances of conflict in an age-diverse organization (Stanley, 2010; Kapoor & Solomon, 2011; Hillman, 2014; Zhu, Yang & Bai, 2016; Yadav & Chaudhari, 2020), and more so in an intergenerational superior-subordinate dyad. As the age-diverse employees interact, they form certain perceptions about each other. These perceptions are formed based on the difference in experience, knowledge, values, attitude, perspectives and goals, which pose certain typical challenges for the organizational leaders, managers as well as the HR professionals (Hirsch, 2020). The challenges increase manifolds in case of an intergenerational Leader-Member Exchange (LMX) i.e., when the superior and the subordinate in a dyad belong to different generational groups. Hence understanding the differences and knowing what matters to the members of each generational group is necessary while dealing with intergenerational conflict. Furthermore, research on superior-subordinate dyadic conflict is scarce (Kangas, 2021).
Compared to studies on intragroup relationship conflict, there are very few studies which have explored relationship conflict in the context with the LMX (Stewart, 2010; Tillman, Hood & Richard, 2017), and even fewer which have studied the relationship conflict in intergenerational and intragenerational dyad. Additionally, research in the sphere of LMX has been criticized for accentuating the viewpoint of the superior in the LMX process (Graen & Uhl-Bien, 1995), and need has been identified for a thorough exploration of the subordinate's perspective (Shamir, 2007; Kangas, 2021).
The present study advances the existing body of knowledge by eamining the quality of the LMX and its impact on relationship conflict as experienced by members of various generational groups. The study has made certain important contributions. Firstly, we present a proposition which explains how the quality of LMX impacts relationship conflict between the superior and the subordinate. We present and compare this proposition from the point of view of subordinates who belong to four different generations-Baby Boomers (born before 1965), Gen X (born between 1965 and 1980), Gen Y (born between 1981 and 1994), and Gen Z (born after 1995). Secondly, we examine if the quality of LMX differs in the case of an intergenerational dyad i.e., when the superior and the subordinate belong to different generational groups. Finally, we extend the body of knowledge by including the most recent and youngest addition of employees in the workforce, Gen Z, in our study.
Leader-Member Exchange (LMX) and Relationship Conflict (RC)
Amongst all the varied and complex relationships within an organization, the most fundamental relationship is that of a superior and the subordinate. The quality and nature of the said relationship can be ascertained through the interpersonal exchange of communication between the superior and the subordinate, and the Leader-Member Exchange (LMX) relationship that stems through the reciprocal exchange (Graen & Uhl-Bien, 1995; Kangas, 2021).
The LMX theory inspects the dyadic relation between the superior and the subordinate in an interpersonal interface (Stewart, 2010). The theory suggests that the superiors do not follow a consistent style while dealing with the subordinates as they have different relationship with each of the subordinates (Dansereau, Graen & Haga, 1975; Liden & Maslyn, 1998). Such relationships strictly vary based on the employment contract with the subordinates and can be categorized as low LMX or "out-group" and high LMX or "in-group". Low LMX denotes less respect, trust and liking, whereas high LMX denotes mutual trust, respect, obligation, and reciprocal influence with the subordinates (Dansereau, et al., 1975; Graen & Uhl-Bien, 1995; Liden & Maslyn, 1998; DeConinck, 2009).
Liden and Maslyn (1998) identified four key dimensions of the LMX dyad (which consider both personal or social, and, professional or work-related aspects) namely, affect, loyalty, contribution, and professional respect. Affect describes mutual liking between the superior and the subordinate which is primarily based on interpersonal relationship (Dienesch & Liden, 1986; Liden & Maslyn, 1998). Loyalty refers to the extent to which the superior and the subordinate support each other's actions and character publicly (Dienesch & Liden, 1986; Liden & Maslyn, 1998). Contribution is the perceived amount and quality of work-related tasks which the superior and the subordinate contribute towards common objectives (Dienesch & Liden, 1986; Liden & Maslyn, 1998). Professional respect refers to the extent to which both the superior and the subordinate have built a reputation within as well as outside the organization with respect to their work (Liden & Maslyn, 1998). According to Maslyn and Uhl-Bien (2001), both the superior and subordinate expect different type of exchange from each other. Superiors look for more professional or work-related exchange from the subordinates, whereas subordinates seek out more personal or social exchange. Liden and Maslyn (1998) recognized that the dimensions of affect, loyalty and professional respect are related to personal or social exchange, and contribution is related to professional or work-related exchange.
Xu, Liu, and Guo (2014) in their research suggested that the superior should always maintain high quality interpersonal relationship (high LMX) with the subordinates because of the support and resource exchange that is expected to happen between the two during work. As such, the high quality LMX is associated with higher job performance, commitment, and job satisfaction (Kangas, 2021), because the high quality LMX subordinates (in-group) get extra tangible and intangible resources from the superiors, from which the out-group subordinates are deprived (Li & Liao, 2014; Shu & Lazatkhan, 2017). It has also been cited in literature, that the differential treatment of superiors towards in-group and out-group subordinates induces unfavorable feelings leading to envy and conflict (Shu & Lazatkhan, 2017). However, the reality is that conflicts are inevitable, and they happen due to incongruence and diversity within the team and the organization. Such diversity can be related either to age and demographics, or the differences in values and attitude.
Conflicts are the perceived incompatibilities between the superior and the subordinate and it usually occurs when the superior and the subordinate perceive that their interests, values, and preferences are incompatible with each other (Jehn, 1995). Conflicts are unavoidable while working in teams within the organization because of the complexity and interdependence of work (Jehn, 1995). According to Zhu et al. (2016) the conflict in a superior-subordinate dyad can be associated with task, relationship, or procedure. Task conflict refers to the conflict concerning differing views related to work or task at hand (Yadav & Chaudhari, 2020). Relationship...
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