The development and disruption of relationships between leaders and organizational members and the importance of trust

Abstract

Our contribution lies in extending theorizing on relationship quality, by illustrating how the interwoven relationships between a leader and ‘follower’ may support or disrupt relationship development over time. Based on a study of leaders and organizational members in high-tech start-up firms, we provide concurrently a broader, more in-depth understanding, and therefore a more detailed and nuanced view, of how relationship quality develops or is disrupted. In particular, we highlight the importance of trust, exploring the under-researched topic of how differing interpretations of trust by leaders and organizational members can impact leaps of faith, acceptance, short-term or longer-term relationship quality. The findings address critiques of Leader Member Exchange (LMX) theory as the dominant explanatory construct for relationship quality, and highlight the need for longitudinal qualitative studies to explore the meanings both leaders and individual members of their organization give to their relationship over time.

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