Motivational antecedents of leader-member exchange differentiation: Evidence from South Korea

Abstract

Researchers have focused on the group-level leader-member exchange (LMX) differentiation in order to develop a more comprehensive view of within-group variability of LMX. Although the group-level LMX differentiation has been thought to have significant impacts on both individual and group outcomes, we know little about what makes leaders have differential relationships with their members. Drawing on both motives theory and interpersonal interaction theory, we examined the antecedents of LMX differentiation in a sample of 94 group leaders and 553 members of design companies in South Korea. Results indicated that whereas leaders high in affiliation motives had less differential relationships, leaders high in power motives had more differential relationships. We also found that the negative relationship between leaders’ affiliation motives and LMX differentiation was stronger when members’ affiliation and power motives were higher. Theoretical and practical implications are discussed.