Journal articles: 'Leader-member exchange theory'

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Babič, Šejla. "Ethical Leadership and Leader Member Exchange (LMX) Theory." CRIS - Bulletin of the Centre for Research and Interdisciplinary Study 2014, no. 1 (January 1, 2014): 61–71. http://dx.doi.org/10.2478/cris-2014-0004.

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Abstract The aim of this paper is to evaluate the contribution that developments in the area of ethical leadership and trust have made to our understanding of effective people management within organisations. This paper is based on a case study from Harvard Business Review (2007) called "IBM - Leading the Turnaround". The author will use Leader Member Exchange (LMX) theory by Graen and Uhl-Bien (1995) and integrate the ideas of ethical leadership to critically evaluate the leadership style of the CEO of IBM Louis V. Gerstner that led to the turnaround of IBM. In particular, the author will focus on the following question: What role did trust play in the leadership style of Gerstner in the transformation of IBM? When Gerstner became the CEO of IBM in 1993, an $8.1 billion loss on the stock market was announced by IBM; this was one of the largest in U.S. history. Gerstner was facing a difficult job as stock market commentators were rapidly writing off IBM as a 'slow elephant' and, as a result, IBM's workforce was not in any state to accept change. Gerstner's first task was to analyse what was going wrong within IBM, despite having dedicated people, high technological infrastructure, and a sound strategy, he found that IBM was suffering from its own success during the many years of operation. Its own success was its downfall, for it had become slow moving and inward looking. Organisationally, it had become a decentralised 'kingdom' in which none of the business units communicated with each other. Gerstner realised that, if IBM was to be saved, he had to lead this massive organisation through cultural change. He realised that changing the attitude and behaviour of thousands of people was hard to accomplish, but was the main key to success. Management could not change organisational culture through words and policies alone; leaders such as Gerstner had to create the conditions for transformation and invite employees to respond willingly. IBM had a tradition of appointing executives from within. Indeed, Gerstner was the first CEO to be hired form outside; this in itself was revolutionary and created widespread internal concern. Before Gerstner arrived, it was accepted that the break-up of IBM was inevitable. The question was only what form this would take. Morale was at rock-bottom, and Gerstner's appointment did nothing to raise spirits. It was assumed he had been brought in to 'wield the hatchet'. Therefore, it was a real surprise when Gerstner made himself open to input from anyone in the company. It was even more surprising when he announced that IBM's strength lay in its integration and that there would be no break-up. Immediately spirits started to soar. Everyone knew there would be a pain, but now it seemed it would be on a much lower level, and employees were prepared to listen for a change. While it took time to build trust, Gerstner's no-nonsense style created confidence that someone was in charge. His actions were not popular, but they were decisive. It was this that steadily led to a sense of trust; he did what he said he would do, and he proved himself trustworthy. In the next section, the author will provide a background to leader-member exchange (LMX) theory and relate it to ethical leadership so that we can explore the leadership style of Gerstner during the change at IBM.

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Vullinghs, Jesse Theo, Omar Solinger, Edina Doci, Joeri Hofmans, Timothy A. Judge, and Paul G. W. Jansen. "Inside the Leader-Member ""Double-Interact"": A Temporal Theory of Leader-Member Exchange (LMX)." Academy of Management Proceedings 2020, no. 1 (August 2020): 19822. http://dx.doi.org/10.5465/ambpp.2020.19822abstract.

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Schermuly, Carsten Christoph, Bertolt Meyer, and Lando Dämmer. "Leader-Member Exchange and Innovative Behavior." Journal of Personnel Psychology 12, no. 3 (January 2013): 132–42. http://dx.doi.org/10.1027/1866-5888/a000093.

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This study investigates the process underlying the relationship between leadership and employees’ innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.

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Choy, Jerome, Darcy McCormack, and Nikola Djurkovic. "Leader-member exchange and job performance." Journal of Management Development 35, no. 1 (February 8, 2016): 104–19. http://dx.doi.org/10.1108/jmd-06-2015-0086.

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Purpose – The purpose of this paper is to examine the relationship between leader-member exchange (LMX) and job performance and the utility of delegation and participation as mediators of the aforementioned relationship. Methodology – A survey approach was used in this research. Regression analyses, including mediation analyses, on data from 268 employees in a large public sector organisation were conducted. Findings – The findings revealed that both delegation and participation were significant mediating variables of the relationship between LMX and job performance. Research limitation – The limitations of the study include the use of self-report and cross-sectional data. Future research could include multi-source data, and a longitudinal research design. Practical implication – The implications of the findings for theory and management are discussed, including the use of delegation and participation as effective instruments for developing and maintaining strong manager-employee relationships to improve social capital and enhance job performance. Originality value – This paper enhances understanding of LMX, and sheds some light on how LMX and participative decision making can influence employee job performance.

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Khorakian, Alireza, and Mohammad Sadegh Sharifirad. "Integrating Implicit Leadership Theories, Leader–Member Exchange, Self-Efficacy, and Attachment Theory to Predict Job Performance." Psychological Reports 122, no. 3 (May 15, 2018): 1117–44. http://dx.doi.org/10.1177/0033294118773400.

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The impact of implicit leadership theories on performance and the mechanism linking them have received insufficient theoretical and research attention. Drawing on Bandura's social cognitive theory, the present study contributes theory through examining the assertion that higher congruence between followers' implicit leadership theory and the characteristics of supervisors enhance job performance through higher quality of leader–member exchange and self-efficacy. Moreover, in the proposed model, attachment insecurity was considered as the antecedent of the congruence and leader–member exchange in addition to the moderator of the relationship between them. Capitalizing upon Structural Equation Modeling (SEM), this study tested the model in a field study using a sample of employees in knowledge-oriented firms in Iran. The results suggest that the congruence between followers' implicit leadership theory and the characteristics of supervisors does not directly impact performance and leader–member exchange and self-efficacy are the full mediators. The results also showed that attachment insecurity is the predictor of neither the congruence nor the leader–member exchange. Additionally, attachment insecurity moderates the relationship between these two variables in a way that when attachment insecurity is high, the congruence has more positive impact on leader–member exchange.

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Megheirkouni, Majd. "Revisiting leader-member exchange theory: insights into stadia management." International Journal of Event and Festival Management 8, no. 3 (October 9, 2017): 244–60. http://dx.doi.org/10.1108/ijefm-03-2017-0022.

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Purpose The purpose of this paper is to examine the mediating impacts of leader-member exchange (LMX) theory on the relationship between job satisfaction, organisational commitment and performance of staff operating in stadia and arenas hosting sport events. Design/methodology/approach A quantitative methods approach was used to gather the data. In total, 146 surveys were completed from stadia hosting sport events in London, Dubai and Doha. Data were analysed using SPSS. Findings LMX fully mediated the relationship between job satisfaction and organisational commitment. LMX fully mediated the relationship between job satisfaction and job performance. In addition, job satisfaction was positively and directly related to job performance as well as organisational commitment. Research limitations/implications In-depth interviews approach is also needed to understand how employees perceive their supervisors, managers, or leaders in stadia hosting sport events. Originality/value The paper advances leadership research in stadia hosting sport events that links the impacts of LMX theory on job satisfaction, organisational commitment and performance.

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Kang, Dae‐seok, and Jim Stewart. "Leader‐member exchange (LMX) theory of leadership and HRD." Leadership & Organization Development Journal 28, no. 6 (September 4, 2007): 531–51. http://dx.doi.org/10.1108/01437730710780976.

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Kuvaas, Bård, and Robert Buch. "Leader self-efficacy and role ambiguity and follower leader-member exchange." Leadership & Organization Development Journal 41, no. 1 (December 17, 2019): 118–32. http://dx.doi.org/10.1108/lodj-05-2019-0209.

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Purpose The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications The main limitation of the study is the cross-sectional nature of the data from the followers. Practical implications Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.

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Xiao, Hongwu, Donghan Wang, Xiaohan Liu, and Yi Liu. "Effect of implicit prototype theory on employees' proactive behavior." Social Behavior and Personality: an international journal 48, no. 5 (May 5, 2020): 1–12. http://dx.doi.org/10.2224/sbp.8827.

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We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and (c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial implications for organizations seeking to improve employees' proactive behavior.

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Scandura, Terri A., and Jeremy D. Meuser. "Relational Dynamics of Leadership: Problems and Prospects." Annual Review of Organizational Psychology and Organizational Behavior 9, no. 1 (January 21, 2022): 309–37. http://dx.doi.org/10.1146/annurev-orgpsych-012420-091249.

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Relationships are central to understanding what occurs in the workplace. The leader-member exchange (LMX) approach dominates the literature on relational dynamics of leadership. Research supports LMX as a mediator between leadership and outcomes, and this reflects the centrality of relationships at work. However, LMX is not a leadership theory. We critically review the literature on LMX, with discussion of the requirements for “good” theory and how LMX falls short. We acknowledge some attempts through the years to develop theory to guide LMX research. The concept of “exchange” was not original to LMX. Our review of social exchange theory reveals that, contrary to the common approach, LMX is not consonant with exchange theory. Other attempts at theory offer partial explanations that do not capture leader-member relational dynamics. Some promising approaches to studying leader-member relationships have emerged in recent years. We offer suggestions for future theory and research and advocate for a return to role theory and the development of emotional sociocognitive approaches.

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Turkmenoglu, Mehmet Ali, Berat Cicek, and Duygu Acar Erdur. "Addressing Leader-Member Exchange and Self-Regulation as Remedies for Work Alienation: Insights from Private and Public Sectors in Turkey." Journal of East European Management Studies 27, no. 2 (2022): 311–47. http://dx.doi.org/10.5771/0949-6181-2022-2-311.

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Although there is a growing body of literature on the consequences of work alienation, its antecedents have not received the same attention. Therefore, there is a need to examine elements affecting work alienation, the examination of which has been a preoccupation amongst both organisations and scholars. Drawing on the Social Exchange Theory and Self-Determination Theory, we aim to investigate the relationship between leader-member exchange, work alienation, and the mediation role of self-regulation on this relationship. We also consider whether tenure moderates the relationship between leader-member exchange and work alienation. To achieve the aim of the study, the quantitative research method is adopted by collecting data from 310 public and private sector employees and middle managers in Turkey. The partial least squares approach is employed to test the conceptual model, and multi-group analysis is used to examine whether the relationship differs with sector. The results reveal that leader-member exchange negatively affects work alienation, and self-regulation mediates this relationship. Tenure has a moderating effect on the relationship between leader-member exchange and self-regulation. Multi-group analysis results demonstrate a higher impact of leader-member exchange on self-regulation in the public sector than in the private sector. Implications, limitations, and future studies are drawn from the results.

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Gao, Peng, and Weiku Wu. "Effect of leaders’ implicit followership theory on subordinates’ career success." Social Behavior and Personality: an international journal 47, no. 5 (May 7, 2019): 1–14. http://dx.doi.org/10.2224/sbp.7180.

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We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

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van Breukelen, Wim, Birgit Schyns, and Pascale Le Blanc. "Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges." Leadership 2, no. 3 (August 2006): 295–316. http://dx.doi.org/10.1177/1742715006066023.

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Jiang, Jane Y. "Leader–Member Relationship and Burnout: The Moderating Role of Leader Integrity." Management and Organization Review 10, no. 02 (July 2014): 223–47. http://dx.doi.org/10.1017/s1740877600004162.

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AbstractIn this study, we propose and test the idea that a strong relationship between leader and follower will be associated with the subordinate’s burnout. We base the study on the leader–member exchange framework (LMX), resource exchange theory, and the job demands–resources model of burnout, and conceptualize that a strong LMX is associated with burnout in two ways: high LMX involves high job demands, which lead to exhaustion; low LMX involves low job resources, which leads to cynicism. We propose that the relationship between LMX and the two forms of burnout will be stronger when the leader is perceived to be low on moral integrity. Using a survey of 218 employees, we find support for the hypotheses. Implications for future research and managerial practices are discussed.

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Xie, Zhitao, Ning Li, Wan Jiang, and Bradley L. Kirkman. "The Paradox of Leader-Member Exchange (LMX) Differentiation." Journal of Personnel Psychology 18, no. 4 (October 2019): 165–76. http://dx.doi.org/10.1027/1866-5888/a000231.

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Abstract. Drawing from the equity-equality paradigm and social interdependence theory, we examine cross-level effects of leader-member exchange (LMX) differentiation on both task performance and creativity using 461 team members and 98 team leaders in China. We demonstrate the paradoxical (i.e., positive and negative) effects of LMX differentiation in teams. Specifically, while LMX differentiation was positively, directly associated with task performance and creativity in more interdependent teams, it also had negative, indirect influences, through interactional justice climate, on these outcomes. Overall, in more interdependent teams, LMX differentiation had positive effects on employee performance-based outcomes, but in less interdependent teams, the effects were more negative. Our findings also provide practical implications for team governance.

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Abdillah, Muhammad Rasyid. "Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange." Jurnal Manajemen 25, no. 1 (February 21, 2021): 76. http://dx.doi.org/10.24912/jm.v25i1.704.

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A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.

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Koçak, Daimi. "Leader-member exchange and unethical pro-organizational behavior." Ekonomski vjesnik 35, no. 2 (2022): 301–13. http://dx.doi.org/10.51680/ev.35.2.6.

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Purpose: In this study, drawing on social learning theory, a moderated mediation model was tested. This model examines organizational identification as the mediator and employee unethical tolerance as the moderator in relationships between leader-member exchange (LMX) and unethical pro-organizational behaviors (UPB). Methodology: The research sample is comprised of 432 full-time employees of a private company operating in the service sector in Turkey. Results: Consistent with the theoretical model, analysis results indicate that organizational identification mediated a positive relationship between LMX and UPB. Furthermore, results supported the moderated mediation model and showed that an indirect effect of LMX on UPB through organizational identification is stronger when EUT is high rather than low. Conclusion: This study contributes to LMX and UBP literature by integrating research on organizational identification and employee unethical tolerance.

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Jungst, Martijn, Julia Milner, and Trenton Milner. "The Effect of Leader-Member Exchange on Voice." International Journal of Technology and Human Interaction 18, no. 1 (January 2022): 1–19. http://dx.doi.org/10.4018/ijthi.293199.

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The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.

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Flores, Gabriela, Denver Fowler, and Richard Posthuma. "Educational leadership, leader-member exchange and teacher self-efficacy." Journal of Global Education and Research 4, no. 2 (December 2020): 140–53. http://dx.doi.org/10.5038/2577-509x.4.2.1040.

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The purpose of this article is to examine social cognitive theory and social comparison theory, and how they are integrated to propose that self-efficacy mediates the relationship between leader-member exchange social comparison (LMXSC) and performance. Furthermore, the article supports the need for development and examination of the effects of educational leadership and teacher self-efficacy. That is, to determine if school leadership has an effect on teacher self-efficacy, and if teacher self-efficacy has an effect on student achievement. The preliminary conceptual model developed within the article includes insightful research questions to be considered for impending future studies. The authors hope this line of research will investigate the extent to which teacher self-efficacy is responsible for behavior outcomes associated with LMXSC, as well as the effect school leadership and teacher self-efficacy brings to this process.

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BAKER, Nevra. "THE COMBINED EFFECT OF LEADER-MEMBER EXCHANGE AND LEADER OPTIMISM ON FOLLOWER JOB OUTCOMES." Business & Management Studies: An International Journal 7, no. 5 (December 25, 2019): 2525–55. http://dx.doi.org/10.15295/bmij.v7i5.1262.

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Leader-member exchange theory is one of the most widely researched leadership theories, and a substantial number of former studies have investigated the effect of leader-member exchange on different follower job outcomes. However, there is a lack of research in the literature on the combined effect of leader-member exchange and leader emotional expressivity on follower job outcomes. The aim of this study is to contribute to the leadership and emotions literature by investigating the combined effect of leader-member exchange and the leader emotional expressivity of optimism on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment was undertaken in which four imaginary leader types were described. After reading the leader descriptions, respondents were given a survey about their self-foreseen affective organizational commitment, trust in leader, and job satisfaction, with the assumption that they were actually working with the imaginary leader. The findings of the study suggest that both high LMX and low LMX leaders who displayed optimism aroused higher levels of the three follower job outcomes than their counterparts who did not display optimism.

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Kong, Ming, Haoying Xu, Aiqin Zhou, and Yue Yuan. "Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation." Journal of Management & Organization 25, no. 1 (July 10, 2017): 81–95. http://dx.doi.org/10.1017/jmo.2017.18.

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AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

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Zhang, Li, Long Chen, and Ning Zhao. "Effects of work stressors on desire for organizational construction: The moderating role of leader–member exchange." Journal of Management & Organization 22, no. 3 (September 28, 2015): 367–87. http://dx.doi.org/10.1017/jmo.2015.40.

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AbstractThis study constructs the relationship between work stressors and the desire for organizational construction and the moderating role of leader–member exchange. The study is conducted by integrating social exchange and uncertainty management theory. Through investigating 204 employees and performing a scenario study in China, this research confirms that challenge stressors are positively related to desire for organizational construction. The relationship between hindrance stressors and desire for organizational construction tends to be U-shaped in the condition of high leader–member exchange, and the relationship tends to have an inverted U-shape in the condition of low leader–member exchange. This study has important implications for discerning the scope of application for both social exchange and uncertainty management theory, as managers seek to explain the relationship between negative treatment of employees and their desire for organizational construction.

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Rahmawati, Putri, Sumiyati Sumiyati, and Masharyono Masharyono. "LEADER MEMBER EXCHANGE DAN KEPRIBADIAN UNTUK MENINGKATKAN EMPLOYEE VOICE KOPONTREN DT." Strategic : Jurnal Pendidikan Manajemen Bisnis 16, no. 2 (July 16, 2017): 38. http://dx.doi.org/10.17509/strategic.v16i2.7074.

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ABSTRACTPurpose – this study was conducted to see how much influence leader member exchange and personality to employee voiceDesign/methodology/approach – this type of research This research uses descriptive and verification method, with explanatory survey. Saturated sample of nonprobability sampling was used in sampling technique which amounted to 47 people. Multiple correlation was used in data anlysis technique.Findings – based on the result of research that the employee voice is affected by leader member exchange and personality.Orisinality – the difference in this study with other study located from independent variable, the object of research, population and sample, measurment, and as well as research result, the resource of theory from journals and books, so the theory used is different. Keywords : Leader Member Exchange, personality,, Employee Voice, communication, employee relation, organization effectiveness.

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Salehzadeh, Reza. "Leader–member exchange in public organizations: a qualitative study." International Journal of Public Leadership 16, no. 1 (December 19, 2019): 59–87. http://dx.doi.org/10.1108/ijpl-08-2019-0054.

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Purpose The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory. Design/methodology/approach This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts. Findings The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX. Originality/value This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.

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Chaudhry, Anjali. "Valued Outcomes and Resources for a Leader:: An Examination of Leader-Member Exchange Theory." Management Education: An International Journal 12, no. 2 (2013): 13–22. http://dx.doi.org/10.18848/2327-8005/cgp/v12i02/50853.

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Büyükyılmaz, Ozan, and Meltem Yenici. "The Attitudinal Consequences of Perceived Organizational Support and Leader-Member Exchange for Academic Staff." Yuksekogretim Dergisi 11, no. 2Pt2 (August 31, 2021): 495–507. http://dx.doi.org/10.2399/yod.21.577190.

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This study examines the attitudinal consequences of perceived organizational support and leader-member exchange, which are two concepts addressed within the scope of social exchange theory. The aim of the study is to determine the effects of organizational support and leader-member exchange perceived by academics on their job satisfaction, organizational identification, organizational trust, and intent to leave. To achieve this aim, a survey was conducted with 364 academic staff working in two different state universities in the Western Black Sea Region. The hypotheses were tested with the structural equation modeling path analysis. The results indicate that both perceived organizational support and leader-member exchange influence employee attitudes. Academics' perception of high level of support by their universities was found to lead to increased job satisfaction, organizational identification and trust in the organization, and decreased intention to leave. Furthermore, strengthening leader-member exchange was found to increase academics' job satisfaction, identification with the organization and trust in the organization, and to reduce their intention to leave.

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Brunetto, Yvonne, Stephen Teo, Kate Shacklock, Rod Farr-Wharton, and Art Shriberg. "The impact of supervisor–subordinate relationships and a trainee characteristic upon police officer work outcomes." Journal of Management & Organization 23, no. 3 (July 26, 2016): 423–36. http://dx.doi.org/10.1017/jmo.2016.27.

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AbstractThis study used two theoretical lenses (positive organizational behaviour and social exchange theory) to examine the influence of an individual attribute – psychological capital (PsyCap), and an organizational factor – leader–member exchange, upon police officers’ perceptions of learning options (teamwork and training) and affective commitment. A cross-sectional design using a survey-based, self-report strategy was used to collect data from 588 frontline police officers in the United States. The findings indicate that leader–member exchange explained almost a fifth of PsyCap and together leader–member exchange and PsyCap accounted for almost a third of police officers’ satisfaction with training. Further, leader–member exchange, PsyCap, training and teamwork collectively explain almost half of affective commitment. One implication of the findings is that if senior management want police officers to be more committed, they have to improve officers’ relationships with their supervisors, upskill them (especially their supervisors) in PsyCap, and improve teamwork opportunities and processes.

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Lee, Kihyun. "The Joint Effects of Leader–Member Exchange and Team-Member Exchange in Predicting Job Crafting." Sustainability 12, no. 8 (April 17, 2020): 3283. http://dx.doi.org/10.3390/su12083283.

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In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.

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Herdman, Andrew O., Jaewan Yang, and Jeffrey B. Arthur. "How Does Leader-Member Exchange Disparity Affect Teamwork Behavior and Effectiveness in Work Groups? The Moderating Role of Leader-Leader Exchange." Journal of Management 43, no. 5 (October 27, 2014): 1498–523. http://dx.doi.org/10.1177/0149206314556315.

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In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members’ appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader’s LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.

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Thrasher, Gregory, Marcus Dickson, Benjamin Biermeier-Hanson, and Anwar Najor-Durack. "Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance." Organization Management Journal 17, no. 3 (August 31, 2020): 133–52. http://dx.doi.org/10.1108/omj-04-2019-0719.

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Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

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Breevaart, Kimberley, Arnold B. Bakker, Evangelia Demerouti, and Machteld van den Heuvel. "Leader-member exchange, work engagement, and job performance." Journal of Managerial Psychology 30, no. 7 (September 14, 2015): 754–70. http://dx.doi.org/10.1108/jmp-03-2013-0088.

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Purpose – The purpose of this paper is to examine the process through which leader-member exchange (LMX) is related to followers’ job performance. Integrating the literature on LMX theory and resource theories, the authors hypothesized that the positive relationship between LMX and employee job performance is sequentially mediated by job resources (autonomy, developmental opportunities, and social support) and employee work engagement. Design/methodology/approach – In total, 847 Dutch police officers filled out an online questionnaire. Multilevel structural equation modeling was used to test the hypothesized relationships and to account for the nesting of employees in teams. Findings – Employees in high-quality LMX relationships work in a more resourceful work environment (i.e. report more developmental opportunities and social support, but not more autonomy). This resourceful work environment, in turn, facilitates work engagement and job performance. Research limitations/implications – Because of the research design, it is difficult to draw conclusions about causality. Future research may test the newly proposed relationship using a longitudinal or daily diary design. Practical implications – This study emphasizes the value of high-LMX relationships for building a resourceful environment. In turn, this resourceful environment has important implications for employees’ work engagement and job performance. Originality/value – This study examines LMX as a more distal predictor of employee job performance and examines a sequential underlying mechanism to explain this relationship. Furthermore, this paper explicitly examined job resources as a mediator in the relationship between LMX and employee job performance.

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Yoon, David J., and Joyce E. Bono. "Hierarchical power and personality in leader-member exchange." Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1198–213. http://dx.doi.org/10.1108/jmp-03-2015-0078.

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Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

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Khair, Qura-Tul-Aain. "Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation." International Journal of Business Administration and Management Research 3, no. 2 (June 24, 2017): 16. http://dx.doi.org/10.24178/ijbamr.2017.3.2.16.

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Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS). Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

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Vidyarthi, Prajya R., Berrin Erdogan, Smriti Anand, Robert C. Liden, and Anjali Chaudhry. "One member, two leaders: Extending leader–member exchange theory to a dual leadership context." Journal of Applied Psychology 99, no. 3 (2014): 468–83. http://dx.doi.org/10.1037/a0035466.

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Guan, KeXin, ZhengXue Luo, JiaXi Peng, Zhen Wang, HaiTing Sun, and Chun Qiu. "Team Networks and Team Identification: The Role of Leader-Member Exchange." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1115–23. http://dx.doi.org/10.2224/sbp.2013.41.7.1115.

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We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

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Abu Bakar, Hassan, and Robert M. McCann. "An Examination of Leader-Member Dyadic Politeness of Exchange and Servant Leadership on Group Member Performance." International Journal of Business Communication 55, no. 4 (August 3, 2015): 501–25. http://dx.doi.org/10.1177/2329488415597517.

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Integrating conversational constraint theory and models of homophily and relational dyadic communication, this study investigates how leader-member politeness exchange and servant leadership influence group member performance in a Malaysian organizational context. Using hierarchical linear modeling with data obtained from a sample of 510 employees, 65 workgroups, and 3 organizations, a politeness of exchange-servant leadership model was tested. Results show that servant leadership was positively and significantly associated with workgroup manager’s ratings of group member’s performance. The positive association between servant leadership and group member performance is more pronounced when managers and members in workgroups are high in politeness of exchange in their interactions. As predicted, leader-member dyadic politeness of exchange within the workgroup manager-group member dyads moderated this positive association.

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Myers, Scott A. "Using Leader-Member Exchange Theory to Explain Students' Motives to Communicate." Communication Quarterly 54, no. 3 (August 2006): 293–304. http://dx.doi.org/10.1080/01463370600878008.

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Zakaria, Zaridah, Marinah Awang, and Ramlee Ismail. "Malaysia Education: Explanations From the Perspective of Leader-member Exchange Theory." Responsible Education, Learning and Teaching in Emerging Economies 1, no. 2 (December 31, 2019): 47–50. http://dx.doi.org/10.26710/relate.v1i2.1122.

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Objective: The purpose of this paper is to examine the leadership practices in unique Eastern perspectives of Malaysian educational institutions through the lens of Leader-Member Exchange (LMX) Theory. Methodology: A survey using LMX 7 questionnaire was used to obtain LMX explanations among Malaysian educational sector workers, determining whether they belong to either in-group or out-group in their workplace setting. Results: Although the research found descriptive classifications of the workers as followers in the leadership setting, there are cultural factors inherent in the result leading to the significance of the research in Malaysia as a unique multi-cultural country in the East. Implication: The study is useful for the policy makers so they can formulate better policies through clear identification of followers’ types in leadership setting. For the practitioners, this study adds to the knowledge to better delegation of the followers in regards to responsibility and administrative sharing of tasks. This paper gives valuable reference to educational practitioners especially the managers to enlighten on the suitable practice of leadership style grounded on the unique cultural context in Malaysian education.

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Yu, Da, and Junping Liang. "A new model for examining the leader – member exchange (LMX) theory." Human Resource Development International 7, no. 2 (June 2004): 251–64. http://dx.doi.org/10.1080/1367886042000243826.

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Cranmer, Gregory A. "An Application of Socialization Resources Theory." Communication & Sport 6, no. 3 (June 19, 2017): 349–67. http://dx.doi.org/10.1177/2167479517714458.

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Student-athletes’ adjustment to their collegiate teams is noted as especially difficult but is also underdeveloped as a topic of research. This article uses Socialization Resources theory to argue that student-athletes’ leader-member exchanges with coaches and team-member exchanges with teammates provide them with important resources that assist in their socialization. Data collected from 160 Division-I student-athletes from five universities demonstrated that portions of their understandings of team history, politics, and values and goals are accounted for by their exchange relationships. In particular, exchanges with assistant coaches and teammates appear to be most salient within student-athletes’ socialization process. As such, this article provides insight regarding the social dynamics that shape collegiate athletes’ understandings of their environments.

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Liao, Shudi, Xingchi Zhou, Zhiwen Guo, and Zhifei Li. "How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange." International Journal of Environmental Research and Public Health 16, no. 10 (May 22, 2019): 1819. http://dx.doi.org/10.3390/ijerph16101819.

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Recently, the influence of leader’s personality traits on employee behavior has become an emerging research area. Leaders play a crucial role in any organization because team members look up to them for policy and behavioral guidelines. Based on the social exchange theory, this study is focused on the relationship of employee-perceived leader narcissism and employee voice behavior. Through the analysis of 239 questionnaires, we find that leader narcissism has a significant influence on the motivation of leadership impression management. The narcissistic leader uses impression management that is more likely to have self- serving purpose rather than pro-social motivation. This motivation impacts leader-member exchange (LMX) quality which influences employee voice behavior. This study has significant theoretical and practical implications as it is the first study that empirically verifies the stated relationship in this under-researched area.

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Sheer, Vivian C. "“Exchange lost” in leader–member exchange theory and research: A critique and a reconceptualization." Leadership 11, no. 2 (April 9, 2014): 213–29. http://dx.doi.org/10.1177/1742715014530935.

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López-Ibort, Nieves, Miguel Angel Cañete-Lairla, Ana Isabel Gil-Lacruz, Marta Gil-Lacruz, and Teresa Antoñanzas-Lombarte. "The Quality of the Supervisor–Nurse Relationship and Its Influence on Nurses’ Job Satisfaction." Healthcare 9, no. 10 (October 17, 2021): 1388. http://dx.doi.org/10.3390/healthcare9101388.

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Background: Leader–Member Exchange theory provides strategic information about how to improve the leader’s role and nurses’ satisfaction on healthcare organizations. Objectives: The main objective of this research was to study the quality of the supervisor–nurse relationship in relation to the nurses’ job satisfaction. This research also analyses how the relationship between Leader–Member exchanges and nurse job satisfaction could be moderated by other variables, such as nurse psychological empowerment, nurse-perceived organizational support and Leader–Leader Exchange. Methods: The sample comprises of 2541 registered nurses who work in public hospitals in the Autonomous Region of Aragon (Spain). Regression analyses were conducted. Results: The statistically significant results demonstrate the influence that the supervisor’s leadership exerts on the job satisfaction of the nurse. Conclusions: The moderating variables (Empowerment, Perceived Organizational Support and Leader–Leader relationship) play an important role explaining the job satisfaction of the nurse. Deepening in these relationships could help us implement precise strategies to improve the nurse organizational commitment and the quality of health care performance.

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Boudrias, Jean-Sébastien, Francesco Montani, and Christian Vandenberghe. "How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics." International Journal of Environmental Research and Public Health 18, no. 5 (March 3, 2021): 2492. http://dx.doi.org/10.3390/ijerph18052492.

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Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

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Liu, Chongrui, Cong Wang, Yan Liu, Xuran Liu, and Yuan Ni. "A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange." Journal of Personnel Psychology 20, no. 3 (July 2021): 124–35. http://dx.doi.org/10.1027/1866-5888/a000277.

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Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

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Shen, Yan. "Cognitive leader–member exchange differences between supervisors and subordinates." International Journal of Productivity and Performance Management 68, no. 4 (April 8, 2019): 817–37. http://dx.doi.org/10.1108/ijppm-03-2018-0104.

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PurposeThe purpose of this paper is to reveal the influence of organizational identification (OI) on organizational citizenship behavior (OCB) directed toward organization (OCB-O) and OCB directed toward individuals (OCB-I), and explore the moderating effects of turnover intention (TI) and the differences of the moderating effects of supervisors’ ratings of leader–member exchange quality (LMX-L) and subordinates’ ratings of LMX quality (LMX-S) in the process.Design/methodology/approachBased on social exchange theory, this study took administrative staff of private small and medium enterprises in China as population. A paired-samples design was used, and 437 valid paired samples were collected finally. Data analyses were conducted by using structural equation modeling.FindingsOI indicated a positive influence on both OCB-O and OCB-I. TI showed a negative moderating effect on the positive relationship between OI and OCB-I, but no significant moderating effect on the positive relationship between OI and OCB-O. LMX-L and LMX-S were not in one same direction and showed different moderating levels. LMX-L had no significant effects on the relationship between OI and OCB-O, nor did on the relationship between OI and OCB-I. On the other hand, LMX-S strengthened both the positive relationship between OI and OCB-O, and the positive relationship between OI and OCB-I.Originality/valueThis study explored the relationships from social exchange perspective, found that OCB-O and OCB-I had different formation mechanisms and should be explored as distinct variables, and confirmed that it was necessary to use the paired-samples design when studying dyadic phenomena.

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Gerstner, Charlotte R., and David V. Day. "Meta-Analytic review of leader–member exchange theory: Correlates and construct issues." Journal of Applied Psychology 82, no. 6 (1997): 827–44. http://dx.doi.org/10.1037/0021-9010.82.6.827.

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Hoye, Russell. "Who’s Leading, Who’s Following? Leader-member Exchange Theory and Voluntary Sport Boards." Annals of Leisure Research 6, no. 2 (January 2003): 103–13. http://dx.doi.org/10.1080/11745398.2003.10600914.

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Mcclane, William E., Anthony J. Mento, and John J. Burbridge. "Leadership in the research environment: An application of leader-member exchange theory." Journal of High Technology Management Research 2, no. 2 (September 1991): 181–92. http://dx.doi.org/10.1016/1047-8310(91)90003-7.

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Du, Bin, Bin He, Luxiaohe Zhang, Nan Luo, Xuan Yu, and Ai Wang. "From Subordinate Moqi to Work Engagement: The Role of Leader–Member Exchange in the Sustainability Context." Sustainability 15, no. 1 (December 22, 2022): 170. http://dx.doi.org/10.3390/su15010170.

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In search of sustainable strategies to improve employees’ work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees’ work engagement based on leader–member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader–member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor’s organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader–member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors’ implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations’ human resources.

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Journal articles on the topic 'Leader-member exchange theory'

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