Chapter 7: Transforming in Relationship: When Leader–Member Exchange Theory Meets Adult Development Theory

A vital perspective in contemporary leadership research and theory is that leadership is a relational process. This chapter uses a relationship-based approach, known as individualized leadership (IL), to explore leadership contexts in which individual and mutual leadership transformation may occur (Wallis, Yammarino, & Feyerherm, 2011). IL, which is focused on two active participants in a unique, dyadic relationship, grows out of two important views of leadership. It grows from Leader–Member Exchange (LMX) theory, a role-based and social exchange view that holds that the quality of a dyadic leader–follower relationship is predictive of the relationship’s outcome (Graen & Uhl-Bien, 1995; Liden, Sparrowe, & Wayne, 1997). It is also anchored in this context by transformational leadership (TF) (Bass, 1985, 1990; Burns, 1978). Highlights of the connections between IL and LMX and TF are discussed, followed by a discussion of how dyadic relationships characterized by high levels of IL are uniquely suited to support leadership development and transformation, including TF as a factor (Kuhnert & Lewis, 1987; McCauley, Drath, Palus, O’Connor, & Baker, 2006). The integration of leadership and spiritual development is considered using both constructive-development theory (CDT) and spiritual stage frameworks. Using the framework developed by O’Murchu (2010), this chapter explores how strong dyadic leadership relationships can support the transformation of leaders along both cognitive (CDT) and spiritual lines of development, thus bridging the head and heart and expanding the reach of wise leaders in our world today.