Influence of leader behaviors on the leader‐member exchange relationship (original) (raw)
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Meta-Analytic review of leader-member exchange theory: Correlates and construct issues
Journal of Applied Psychology, 1997
The leader-member exchange (LMX) literature is reviewed using meta-analysis. Relationships between LMX and its correlates are examined, as are issues related to the LMX construct, including measurement and leader-member agreement. Results suggest significant relationships between LMX and job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. The relationship between LMX and actual turnover was not significant. Leader and member LMX perceptions were only moderately related. Partial support was found for measurement instrument and perspective (i.e., leader vs. member) as moderators of the relationships between LMX and its correlates. Meta-analysis showed that the LMX7 (7-item LMX) measure has the soundest psychometric properties of all instruments and that LMX is congruent with numerous empirical relationships associated with transformational leadership. Within the broad area of organizational leadership, leader-member exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes. First proposed by Graeri and colleagues (Dansereau, Cashman, & Graen, 1973; Dansereau, Graen, & Haga, 1975; Graen, 1976; Graen & Cashman, 1975), LMX is distinguished from other leadership theories by its focus on the dyadic relationship between a leader and a member. Unlike traditional theories that seek to explain leadership as a function of personal characteristics of the leader, features of the situation, or an interaction between the two, LMX is unique in its adoption of the dyadic relationship as the level of analysis. Although the theory has been modified and expanded
Journal of Management, 2011
Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors' examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, ...
Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many reinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
Reversing the lens: How followers influence leader–member exchange quality
Journal of Occupational and Organizational Psychology, 2019
Building on Foa and Foa's (1974) resource theory, this study explores why, how, and when followers' proactive engagement in taking charge behaviours can drive leader-member exchange (LMX) relationships. Through a three-wave multi-rater field survey among 230 leader-follower dyads in China, we found that follower taking charge is positively related to LMX after accounting for the effect of in-role performance. Our results suggest leader perceived service resources (i.e., the efforts and actions carried out by the focal follower that make the leader's work more effective) as the underlying mechanism of this relationship. Further, our findings demonstrate that achievement-goal-striving leaders are more likely to recognize the service value of taking charge followers and subsequently develop high-quality LMX relationships with them. This study moves LMX theory forward by investigating follower-driven LMX development. It also contributes to the emerging work on followership by 'reversing the lens' between leadership practice (in terms of LMX) and follower behaviour (in terms of taking charge). Practitioner points Leaders should be aware of the valuable service resources associated with followers' taking charge attempts. Followers who work under achievement-goal-striving leaders should be more proactive in building high-quality relationships with their bosses by taking charge at work. To benefit from high-quality LMX relationships, organizations should train leaders to appreciate followers' taking charge endeavours. Concrete research evidence has accumulated to show that leader-member exchange (LMX), defined as the quality of the resource-based exchange relationship in a leaderfollower dyad (Sparrowe & Liden, 1997), brings vast benefits for employees (for systematic reviews, see Bauer & Erdogan, 2016; Erdogan & Bauer, 2014). The consistency *Correspondence should be addressed to Zhenyao Cai, SHU
The Leadership Quarterly
Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
Leader-member exchange model of leadership: A critique and further development
1986
Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated.