Leader–Member Exchange Theory (LMX) is one of the most influential and extensively studied conceptual paradigms in the field of organizational behavior. For this reason, the Leader–Member Exchange theory holds a significant place in the leadership literature as well. While classical leadership theories assume that leaders treat all followers equally, the LMX theory proposes that leaders establish relationships with each employee at varying levels and of different qualities. In this context, leaders develop “in-group” relationships with some employees—relationships based on mutual trust and supportive interactions—while interacting with others through more limited, task-oriented, and formal “out-group” relationships. The leader’s provision of resources such as support, mentorship, and development opportunities fosters a desire in employees to reciprocate, increasing loyalty and discretionary behaviors; this is explained as an outcome of high-quality leader–member exchange. According to Social Exchange Theory, leaders and employees mutually exchange economic (money, information, etc.) and social (respect, prestige, friendship, etc.) resources. The principle of reciprocity, which lies at the core of the theory—meaning that positive behaviors are met with positive responses, and negative behaviors with negative responses—is also consistent with the Leader–Member Exchange Theory. In this regard, the quality and level of communication within the leader–member exchange significantly shape employees’ attitudes and behaviors.