Leader-member exchanges in military healthcare organizations: the interplay of relational dynamics

OBJECTIVE: To explore the dynamics of dyadic interactions, as it was argued that leader-member relationships are formed and evolved as a social elaboration of interdependent dynamics that in turn shape the quality of those relationships in the specific social context.

METHOD: A quantitative survey was carried out in a military hospital where 53 leaders and 160 members that participated successfully established 160 leader-member pairs.

RESULTS: It was found that relational dynamics which exist in the military healthcare context shape the quality of leader-member relationships, influencing in turn leadership effectiveness. It was also shown that subordinates’ intentional withholding of opinions and suggestions around work issues negatively influences members’ perception of the quality of their relationship with leaders and this negative phenomenon in relationships can be eased by building up strong relational identities and increasing the frequency of leader-member meetings.

CONCLUSIONS: The understanding of human social constructions was reinforced by giving prominence to the existence of certain dynamics (relational identity, organizational silence and frequency of work meetings) which influence leadership relationships among military healthcare professionals. The study’s findings support the notion that enhancing self-worth through quality leader-member interactions and supporting open communication constitute a stepping-stone towards work effectiveness in healthcare organizations.