Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review

Abstract

This paper reports a meta-analysis that examines the relation between Leader-Member Exchange (LMX) relationship quality and a multi-dimensional model of work performance (task, citizenship and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ñ= .30), citizenship performance (97 samples, ñ= .34) and negatively with counterproductive performance (19 samples, ñ= -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ñ = .24). There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (i) measures were obtained from a different source or method and (ii) LMX was measured by the follower than the leader (with common source and method biased effects stronger for leader rated LMX). Job satisfaction, trust, motivation and empowerment mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. Finally, in terms of directions of effects there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects. The theoretical and practical implications of these results are explored.