The Leader-Member Exchange (LMX) theory focuses on the relationship between leaders and their subordinates. It suggests that the quality of this relationship can have a significant impact on outcomes and team performance1. Regarding the quality of the Leader-Member Exchange in JC Penney under Ron Johnson's leadership, there are differing opinions. Some sources describe his tenure as a catastrophe, leading to his ouster1. Johnson attempted to reinvent the JC Penney brand with a radical overhaul of the company's business model, including a new everyday low pricing scheme1. However, this approach failed to attract shoppers, as many customers were drawn to deals and discounts1. Ultimately, Johnson's strategy was seen as too bold and out of touch with what shoppers wanted1. On the other hand, it is important to note that different perspectives exist. Some sources may highlight positive aspects of Johnson's leadership2. However, it is widely acknowledged that his tenure at JC Penney was marked by significant challenges and ultimately ended in failure1. The impact of these factors on outcomes and team performance would depend on various internal and external factors within the company. It is essential to consider additional research and analysis to gain a comprehensive understanding of the specific outcomes