Voicing of Values in an Organization-Analyzing the Role of Leader Member Exchange (LMX)

An Indian is brought up with strict ‘values’, ethics and a moral system. Is it a requirement, an asset or a regulatory method? Are an Indian’s values a synthesis and an obvious result of the erudite process of socialization and internalization (Parsons, 1966).Indian cultural values have always been upheld in practice and principle. But, when there is any practice that is not co-linear to the ‘taught’ or ‘imbibed’ values, then the person faces an ‘ethical’ dilemma. This is often seen when the profession guides or coaxes the person to do something in his area of work that may not be seen by him as ‘morally’ correct or a right practice.The failure to resolve inner conflicts of cherishing Indian cultural values at the personal level and maintaining high standards of objectivity at the professional level has been reflected in methodologically sophisticated but socially irrelevant research. The study seeks to examine the construct of value conflict and the conflict between individual values and organizational values.The paper looks at the role of leader-member exchange (LMX) in expression of opinion about values in a state of conflict in the same. Superiors can have a significant influence over a subordinate’s decision to ‘speak-up’ or ‘remain silent’. Supervisors and leaders not only create opportunities for voice by providing formal and informal voice mechanisms, but also shape the cognitions that drive the decision of whether or not to voice (Ashford et al., 2009).