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How these notions differ, shift from one to the other, and what their consequences are remain unclear. This paper proposes a framework that examines the fundamental differences between high LMX relationships and friendships. We argue that when high LMX relationships shift toward friendships, they in fact shift toward blended friendships, where the leader and the subordinate concomitantly enact two distinct roles, worker and friend. These blended friendships are qualitatively different from high LMX and from friendships. We detail the process by which blended friendship develops in the context of high LMX relationships and identify the key variables and mechanisms that drive the emergence of such blended friendships. 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