ABSTRACT
The formulations set forth by George Graen and his colleagues have focused on the dyad created by a superior and subordinate, initially referred to as a vertical dyad linkage and later as a leader-member exchange (LMX). This is much like the individual situation considered in Vroom's normative decision process theory. Initially at least, the shift to the LMX designation had relatively little meaning for the theory. However, it has come to have considerable significance in that the result has been to focus attention on the relationship in the dyad- the characteristics of that relationship and the ways in which the dyadic relationship is tied to organizational outcome variables. In 1990s, leader-member exchange theory has begun to consider the role-making process in terms of a stranger-acquaintance-maturity classification. Research on dyadic partnership building involved efforts to improve the quality of dyad relationships with the objective of increasing performance levels; thus it is a test of normative theory, not just the descriptive theory.
