Leading with Connection: The Role of LMX in Marine Corps Leadership and Mentorship

Abstract

This thesis investigates Leader-Member Exchange (LMX) theory within the Marine Corps, employing a comparative analysis, gap analysis, and needs assessment to bridge the divide between the Marine Corps’ established technical and tactical leadership training and the fostering of in-depth, personalized leader-member relationships prescribed by LMX. The comparative analysis reveals disparities in leader development processes and the principles of LMX theory, emphasizing the need for incorporating relationship-centered strategies within leadership programs. The gap analysis further highlights areas lacking alignment with LMX theory, such as the need for enhanced mentorship programs, improved recognition of individual talents, and more effective leader-follower reciprocal exchanges and advocates for actionable strategies to foster impactful leader-follower exchanges critical for operational effectiveness, unit cohesion, and the well-being of Marines. The needs assessment proposes specific recommendations to integrate LMX principles effectively, stressing the importance of cultural adaptation and institutional acceptance for successful implementation. By advocating for a strategic shift towards value-driven interactions between leaders and followers, this thesis proposes changes essential for the Marine Corps’ adaptability and readiness in contemporary warfare, illustrating LMX theory’s potential to cultivate a more engaged and resilient force ready to confront future challenges.