Leadership Theory Approaches (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
2018
LMX theory, leadership, leadermember relation, employee performance. This review paper is an endeavor to find out the degree of applicability and influence of Leader Member Exchange (LMX) theory in refining individual performance and leader-member relations in organizations. The retrospective approach and looking at the contemporary face of LMX theory in literature with the review of relevant research papers was espoused. The adopted methodology was helpful with respect to building a comprehensive and an in-depth understanding of this important theory which embraces both leader and follower perspectives in defining the leadership phenomena. It can be construed as per the findings of existing literature and chronological developments in the past few decades in organizational and management sciences that LMX theory is connected with two important constructs i.e. employee performance and leadermember relation. The theory also augments employee performance and relation with the leader i...
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.
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.
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.
Influence of leader behaviors on the leader‐member exchange relationship
Journal of Managerial Psychology, 2009
PurposeMany studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX.Design/methodology/approachThis paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship.FindingsFour of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspe...
2017
Leadership has been a broad subject to explore by several researchers since decades. The relationships between the manager and subordinates, however, narrows the topic down to more specific, workplace environment. This study is to understand the theoretical concept of the Leader-Member Exchange (LMX) and investigate how and what influences such partnership. The author of this body of work conducted five semi-structured interviews and collected relevant information for the subject investigation. Based on the qualitative methods of data collection, this researcher concluded on the attitudes and traits that may impact the process of forming the relationships between the leader and followers and on how, within that process, the perception of being a part of the group may change. The interviews were organized as face-to-face meetings and the author aimed to get an insight of the manager’s experiences that were relevant to the subject of the study and could contribute to the value of this...
Applying and Expanding Leader-Member Exchange Principles
Analyses of Social Issues and Public Policy, 2009
New Multinational Network Sharing, edited by Graen and Graen, is the fifth volume in the Leader-Member Exchange (LMX) Series. Aimed at developing effective communications networks within organizations, the series has historically focused on emergent challenges facing organizations and is, thus, of interest to industrial and organizational psychologists. The current volume addresses challenges endemic to organizations faced with an ever-diminishing global community and cultural boundaries becoming more indistinct with each passing day. LMX, the sharing of information between organizational leaders and members, is the common thread among the seemingly disparate chapters in New Multinational Network Sharing. This volume boasts a compendium of empirically and theoretically based perspectives on a variety of topics. Both traditional and field research are represented in the book. Many of the chapters are timely and document work relevant to economies whose borders reach beyond their own home territories. For instance, there are two chapters addressing LMX in China, and three others address the use of scaled measurement to assess individual differences within organizational members and how those traits might influence the LMX dynamic. The research in most instances is well designed and conducted and can offer substantive contributions to leadership seeking to enhance communications networks within their organizations. Graen and Graen's strengths in compiling New Multinational Network Sharing are evidenced in the contributors selected for the volume. Experts from universities in the United States, Hong Kong, and Beijing, as well as from the private sector, bring industrial and organizational and business management experience to bear on the content. All are schooled in LMX, and each has taken the LMX paradigm and applied some additional facet to add a multicultural dimension.