Redefining Leadership Development: LMX and the Role of Experiential Off-Sites

Abstract

The hybrid workplace presents complex challenges for traditional leadership development methods, necessitating innovative approaches to enhance leader–member relationships. This paper proposes a framework integrating Leader–Member Exchange (LMX) theory with experiential off-site interventions, informed by an action research study at WeWork China during its franchise transition. Addressing declines in employee engagement and diminished leader–member trust post-franchising, an experiential off-site intervention was implemented, emphasizing immersive team experiences and structured reflection activities. Preliminary outcomes indicated improvements in trust, cohesion, and leadership receptivity, corresponding closely to key LMX dimensions: affect, contribution, and loyalty. By synthesizing experiential learning practices with LMX theory, the paper provides a theoretically grounded yet practical model for enhancing employee engagement through targeted leadership development. This integrated framework contributes significantly to the discourse on effective leadership interventions in contemporary, dynamic organizational environments, offering actionable insights for human resource practitioners and educators committed to fostering resilient leader–member relationships.