Effects Of Leader-member Exchange Differentiation Research Articles

The Paradox of Leader-Member Exchange (LMX) Differentiation

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.

Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

ABSTRACTThis study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.

The Basis of Leader-Member Exchange (LMX) Differentiation: Content and Consequence

Past research has shown equivocal findings regarding the effects of LMX differentiation on individual and group outcomes. Recently, scholars have conceptualized and demonstrated that the basis of L...

LMX differentiation, diversity, and group performance

PurposeThe impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.Design/methodology/approachData were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.FindingsThe results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.Originality/valueThis study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.

The Effect of Leader-Member Exchange Differentiation Within Work Units on Coworker Exchange and Organizational Citizenship Behaviors

The concept of leader-member exchange (LMX) is predicated on the notion that leaders have differing quality relationships with each subordinate, leading to the formation of an ingroup and an outgroup. This suggests that for a sophisticated understanding of the impact of LMX relationships on individuals’ sentiments and behaviors, followers’ perceptions of the collective set of workgroup LMX relationships may be as important as their individual LMX relationships. This research examines employee perceptions of LMX across 67 work units, and investigates how these perceptions relate to coworker exchange (CWX) relationships and organizational citizenship behavior (OCB). Results indicate that CWX is strongly, positively related to the LMX of the participant and their colleagues. A significant, positive relationship between measures of CWX and OCBs directed toward the work unit, but not the organization, was also observed.

Impact of mean LMX on team innovation: An empirical study of the mediating effect of team cooperation and the moderating effect of LMX differentiation in China

The purpose of this study was to examine the impact of mean Leader member exchange (LMX) on team innovation within team, and the mediating effect of team cooperation as well as the moderating effect of LMX differentiation between the mean LMX and team innovation. Based on a sample (n = 245) from china, questionnaire surveys were carried out to explore the relations among variables. All analyses were conducted at the team level. As expected, mean LMX within teams was positively related to team innovation, and the team cooperation was the mediator between mean LMX and team innovation. Furthermore, we found that mean LMX interacted with relationship differentiation within teams to explain team innovation. The results were discussed in terms of their implications for related theories and management practice. Key words: Mean Leader member exchange (LMX), team cooperation, team innovation, Leader member exchange (LMX) differentiation.

Differentiated leader–member exchanges: The buffering role of justice climate.

The leader-member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate. Data from 276 employees working in 25 stores of a retail chain in Turkey supported our hypotheses such that LMX differentiation was related to more negative work attitudes and coworker relations, and higher levels of withdrawal behaviors only when justice climate was low.