Leader-member Exchange Research Research Articles

Being on the same page matters: A meta-analytic investigation of leader-member exchange (LMX) agreement.

Although leader-member exchange (LMX) theory offers a detailed account of leader-follower relationship building, the importance of LMX agreement as a theoretically meaningful relational phenomenon has received less attention. This has, in turn, limited scholarly understanding of its pivotal role in leader-follower relationships. We conducted a meta-analysis to synthesize the substantive implications of LMX agreement for leader-follower relationships and to further understand which factors may influence its variation across samples. Results from the random-effects metaregression analyses provided strong support for the moderating role of LMX agreement at the between-study level. Specifically, with higher levels of sample-level LMX agreement, the relationships between LMX and followers' task performance and organizational citizenship behaviors were stronger. Moreover, different national culture configurations (i.e., horizontal individualism vs. vertical collectivism) and changes in relationship tenure were significantly associated with LMX agreement. We also examined a host of methodological factors, which generally had a very limited impact on the study findings. Overall, these meta-analytic findings suggest LMX agreement should be considered as a key relational contingency in LMX theory, as it can help unlock the full potential of high-quality leader-follower relationships. Moreover, as a substantively meaningful phenomenon, its variation across situations is intricately related to contextual influences. Based on our theoretical integration and empirical synthesis, we discuss the implications for LMX theory and identify important directions for the next stages of LMX research. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The dynamic nature of leader–member exchange relationships in health-care organizations

PurposeThis study aims to make visible the dynamic nature of leader–member exchange (LMX) in the changing realm of health-care leadership.Design/methodology/approachThe qualitative study used an open questionnaire, which was distributed amongst nursing staff and managers at a Finnish public university hospital.FindingsThe participants described partly LMX theory, but the leader-member relationship was also influenced by the organizational culture and the existing management practices. Nursing staff were found to have a more variable and dynamic role in the LMX relationship than has previously been reported. The research therefore provided novel information for the field of health-care research.Research limitations/implicationsThe presented research was limited by the content of the data, as the collected single narratives were rather short; however, the fact that a large number of narratives were collected from diverse participants strengthened the ability to reliably answer the research questions.Practical implicationsAlthough the participants described partly LMX theory, the leader–member relationship is also influenced by the organizational culture and existing management practices; the finding that nurses have more variable roles in LMX relationships in the health-care context was new insight in this field. Therefore, the presented findings can help decision-makers change the current, perhaps antiquated, leadership practices at health-care organizations.Originality/valueThis study provides new insight into the field of LMX research in terms of the important role of nursing staff, the organizational factors that influence the LMX relationship and the dynamic nature of LMX relationships.

Facilitating Employee Recovery From Work: The Role of Leader-Member-Exchange

Building on Affective Events Theory (AET), this study examined within-person relationships between employee perceptions of day-level leader-member exchange (LMX) and day-level positive affect as well as between positive affect and recovery from work in the evening (i.e., relaxation, mastery, control, and psychological detachment from work). In addition, LMX variability was examined as a moderator of these within-person relationships. Employees (N = 160) completed surveys at the end of the workday and in the evening across five consecutive workdays. Results indicate direct relationships between perceptions of LMX and employee positive affect at work. In addition, positive affect was positively associated with two of the four recovery experiences (mastery and relaxation). Furthermore, LMX variability across the workweek moderated these positive indirect effects such that the indirect associations between the perceptions of LMX and employees’ recovery experiences during the evening via positive affect was only positive when LMX variability was low. The indirect effects, however, were nonsignificant when LMX variability was moderate or high. The present study expands LMX research by adopting a dynamic within-person perspective and by connecting the literature on workplace leadership with the literature on recovery from work, indicating that perceptions of LMX can potentially impact employees’ nonwork time.

Current Developments in Leader Member Exchange (LMX): An Interactive Incubator Panel Symposium

Acknowledging recent critiques, this interactive panel symposium will provide a forum for scholars to discuss several promising areas of inquiry for future LMX research and spark new ideas to help us better understand the leader-follower relationship. Panelists are LMX researchers who will discuss the recent critiques of LMX and innovative topics in the area of LMX research in which they are presently engaged. Participants will be able to network with these scholars in order to advance LMX research, and perhaps develop collaborator relationships. Question and answer periods, and breakout sessions with senior scholars will give opportunities for small group interaction with them.

What do managers value in the leader-member exchange (LMX) relationship? Identification and measurement of the manager’s perspective of LMX (MLMX)

LMX research assumes that manager needs from the relationship are the same as those of subordinates and, therefore, the dimensions managers use to assess their relationship quality with subordinates should be the same as those used by their subordinates. Yet, seminal research in LMX theory and subsequent findings suggest that this is not the case. In this paper we theorize and develop a measure of manager-LMX (MLMX), which represents what managers want and need from leader-member relationships. Our findings across a series of studies show that what managers value in leader-member dyadic relationships is represented by three MLMX dimensions: competence (the subordinate’s ability to work effectively and independently), candor (providing helpful communication to the manager) and shared goals (being committed to the manager’s mission and vision). Our findings show that MLMX has predictive validity over SLMX-7 and the SMDM measures, and that the MLMX dimensions differentially predict manager outcomes, including follower contribution to goal attainment, manager emotional exhaustion from working with the subordinate, and follower turnover. Our research offers important theoretical and practical contributions by appropriately aligning the ontological unit (individualized manager-LMX) with the analytical unit (the MLMX measure) and establishing a measure of manager-LMX that helps us gain novel insight into the manager view of the leader-member relationship.

The Road to the Future: A Multi-Technique Bibliometric Review and Development Projections of the Leader–Member Exchange (LMX) Research

This study examines the evolution of leader–member exchange (LMX) research. We apply bibliometrics to analyze the extant literature published from the beginning of the construct development, complementing existing qualitative and meta-analytic reviews of the LMX field. We use a combination of three bibliometric techniques—document co-citation analysis, co-word analysis, and bibliographic coupling. Our approach enables us to identify the most influential topics, determine the underlying structure and development of the field by interpreting bibliometric results against the backdrop of the invisible colleges framework, as well as detect emerging topics. We conclude by providing important theoretical and methodological implications, suggesting the emergence of new sub-fields and future opportunities for new connections among specific existing sub-streams of LMX, leadership, and management research.

The Impact of the LMX of Employees in Shipping on Job Stress: The Moderating Effect of Organizational Structure and Political Skill

Purpose This study aims to investigate the effect of Leader-Member Exchange (LMX) on job stress, as well as the moderating effects of organizational structure and political skill. Design/Methodology/Approach The subjects of the study were employees in domestic shipping and logistics industries, and 435 questionnaires were collected for analysis. Findings First, it was found that LMX significantly reduced job stress. Second, the study shows that formalization moderated the effect of LMX on job stress. Specifically, the negative effect of LMX on job stress was stronger as formalization increased. However, it was confirmed that the moderating effect of centralization was not statistically significant. Third, political skill moderated the effect of LMX on job stress. Specifically, the negative effect of LMX on job stress was stronger as political skill increased. Research Implications These findings indicate evidence that formalization and political skill are important factors between LMX and job stress. It was confirmed that formalization has an effect on the perception and stress of employees in the organization. In addition, it was found that the intensity of job stress may vary depending on the level of network management ability. This research further expands the discussion of LMX research and suggests managerial implications by demonstrating the effect of LMX on job stress in the workplace.

The Effects of leader–member perception of LMX quality

Unlike most leader-member exchange research based solely on members' perceptions, the purpose of this study is focusing on leader-follower mutual perceptions of LMX and how it is related to work value congruence and follower outcomes such as affective commitment and turnover intention. Furthermore, we consider organizational culture and LMX differentiation as contextual variables that influences an antecedent and consequence of mutual perception of LMX. For this study, survey was administered to employees of various companies, and both leader and follower reported their perceptions of LMX. We finally analyzed responses of 266 leader-member dyad from 60 teams of 19 companies. The results show that leader-follower work-value congruence positively related to LMX perceived by leader-member and the sequential mediating effect of mutual perception of LMX and affective commitment in the relationship between work value congruence and turnover intention. Especially, through multilevel analysis, we examined the cross- level moderating effects of contextual variables such as organizational culture and LMX differentiation on mutual perception of LMX. As expected, findings show that the positive relationship between work value congruence and LMX perceived by leader-member is strengthened in the low ““performance oriented”” culture compared to high performance-oriented culture. Although the result was marginally significant, we also found that the cross-level interaction effects of LMX differentiation based on leader ratings on the relationship between the leader-member mutual perception of LMX and affective commitment. This implies that high mutual perception of LMX quality increases subordinate’s affective commitment when leader’s differentiation is low, and it results in lower turnover intention.

Relational Dynamics of Leadership: Problems and Prospects

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.

Trust as a multidimensional phenomenon in LMX relationships

PurposeThe purpose of this study is to address the construction of trust in leader member exchange (LMX) relationships as a multidimensional phenomenon and identify the importance of emotional and collective factors contributing to this phenomenon.Design/methodology/approachTen health care professionals (five leaders and five members) were interviewed to subject to qualitative thematic analysis.FindingsFour main themes in the data were identified (work roles, collectivity, interaction and participation) and linked to two main elements of LMX trust relations: core and contextual. The results extend understanding of the construction and maintenance of trust in LMX relationships, indicating that it is a more complex and socially constructed phenomenon than previously described.Research limitations/implicationsDespite identified limitations of the study (the small amount of empirical material, interpretive research method and purposive sampling of participants), the findings reveal that constructing trust in LMX relationships is more multidimensional than generally portrayed in traditional LMX theory and its three-stage continuum. This study suggests that a broader perspective should be adopted in LMX research, treating it not only as a collective phenomenon but also considering leaders and members as emotional individuals.Practical implicationsUnderstanding the multidimensional nature of LMX relationships is helpful for developing interpersonal relationships in organizations and leadership practices through recognition of the importance of the transparency, practices and adequacy of mutual interaction. The results presented here may contribute to such understanding and help leaders to relate to members as both subjective individuals and parts of a complex social network. The results may also increase members' awareness of possible ways that they can promote the development of good LMX relationships in organizations.Originality/valueThe novelty of the study relates to the identification of the collective, emotional and multidimensional nature of LMX relationships.

Locus of Control and Leader–Member Exchange: A Dimensional, Contextualized, and Prospective Analysis

Since the relationship between leaders and subordinates has important implications for organizations, exploring how high-quality leader–member exchange (LMX) relationships develop over time is a critical research objective. However, LMX research has essentially focused on leader-centric approaches to describe how leaders develop differential relationships with subordinates and has devoted little attention to the influence of subordinate characteristics. This study contends that subordinates’ individual differences may act as drivers of LMX relationships. Specifically, we posited that individuals with an internal work locus of control, owing to their sense of control over the work environment, are more prone to develop high LMX relationships over time. Moreover, we expected this effect to be enhanced when these individuals are given clear expectations about their work role because such conditions would ease their sense of agency. Further, we suggested that these effects may partly depend on the dimension of LMX (i.e., affect, loyalty, contribution, and professional respect) under consideration. We argued that the effect of internal work locus of control would generalize to all LMX dimensions but that its interaction with role clarity would primarily impact the loyalty and contribution dimensions of LMX as their behavioral orientation would result in valued outcomes for internals. Data were collected through questionnaires among a sample of 424 employees working in various industries. Through a two-wave study and controlling for the autoregressive effects of LMX, subordinates’ internal work locus of control was found to enhance LMX relationships over time. Using a multidimensional approach to LMX, our results further show that the effect of internal work locus of control generalized to all dimensions of LMX. Using a contextualized view of the development of LMX, we also found that role clarity moderated the positive relationship between internal work locus of control and LMX over time such that the relationship was stronger when role clarity was high. However, from a dimensional perspective, role clarity only accentuated the relationship between work locus of control and LMX’s loyalty dimension. The implications of these findings for LMX research are discussed.

상사와 부하 네트워크 중심성이 직무몰입 및 직무스트레스에 미치는 영향: 업무지시 네트워크를 중심으로

본 연구는 네트워크 관점에서 업무 관계의 두 당사자인 상사와 부하의 네트워크 중심성과 직무몰입, 직무스트레스 간 관계를 실증 연구하였다. 네트워크 중심성 요인 도출을 위해 업무의 지시·명령 관계를 중심으로 ‘부하가 지목한 상사들의 네트워크’와 ‘상사가 지목한 부하들의 네트워크’를 각각 구성하였다. 특히 네트워크 중심성이 행위에 있어 "기회와 제약"을 제공한다는 연구 관점을 바탕으로 직무몰입과 직무 스트레스 요인을 성과 요인으로 설정하였다. 이를 위해 네트워크 분석방법론을 활용하여 지시의 주체와 대상인 상사와 부하의 네트워크 중심성 지수를 측정한 후 직무몰입과 직무스트레스와의 비단조적 관계를 검증하였다. 분석결과, 두 가지 네트워크 중심성 모두 비단조적 관계의 통계적 유의성을 도출하지 못하였다. 상사 네트워크 중심성은 직무몰입에 정(+)의 방향으로, 부하 네트워크 중심성은 직무스트레스에 음(-)의 방향으로 선형관계의 통계적 유의성을 가지는 것으로 나타났다. 이에 따라 상사 네트워크 중심성이 높은 상사는 직무에 대한 책임감을 토대로 직무에 더욱 몰입하게 되며 부하 네트워크 중심성이 높은 부하는 상사로부터 신뢰받는다는 자부심으로 직무를 수행함으로써 직무스트레스가 상대적으로 더 낮다고 해석할 수 있다. 본 연구는 네트워크 관점에서 상사와 부하 간 상호작용연구에 대한 학문적 기여와 함께 조직 내 업무 관계의 효율적 운용에 대한 실무적 시사점을 제공한다. 학문적 공헌 측면에서 본 연구는 업무를 중심으로 연결되는 상사그룹과 부하그룹의 네트워크 분석을 통해 구조적 효과를 검증하였다. 상사와 부하의 다자간 네트워크를 구성하여 LMX(Leader-Member Exchange)연구의 양자구도 한계를 극복하며 조직 차원의 LMX 관계 분석을 시도하였다는 데 연구의의가 있다. 이와 함께 조직에서 구조적 위치로서 직책이 상징하는 공통되고 일반화된 특성을 조작화하였다는 데에 방법론적 의미를 부여할 수 있다. 실무적 시사점을 제시하면 본 연구의 직책 중심성의 측정값과 결과들을 참고하여 현실적으로 업무개선을 통한 인적자원개발전략의 기반 자료로 활용할 수 있다는 점이다. 본 연구는 기존 네트워크 분석을 통한 직무분장과 직무재설계 연구에 추가하여 직무효율성을 제고하는 데 기여할 것으로 예상한다. This study empirically studied the relationship between the network centrality, job commitment, and job stress of the two parties in the work relationship, the boss and the subordinate, from a network perspective. In order to derive the network centrality factors, "the network of the bosses pointed out by the subordinates" and "the network of the subordinates pointed out by the bosses" were respectively formed, focusing on the order and command relationship of the work. In particular, based on the research view that network centrality provides "opportunity and constraint" in behavior, the factors of job commitment and job stress were set as performance factors. To this end, after measurng network centrality of boss and subordinate, the subject and object of instruction using network analysis methodology, analyzed nonmonotonic effect between them and job commitment, job stress. As a result of the analysis, both of square terms of whose network centrality weren’t statistically significant to both of dependent variables. The network centrality of boss was statistically significant to positive direction toward job commitment, linearly and subordinate’s was also to negatively toward job stress. The interpretation of finding is as follows. Based on job responsibility, a boss having the highest network centrality is much more committed to job by utilizing information and resource given by higher leader group. On the contrary, based on the pride coming from trusted by boss, a subordinate having the highest network centrality has relatively lower job stress by utilizing information and resource obtained in relation between leader group. This study provided practical implications for the efficient operation of working relationships within an organization, as well as academic contributions to the study of interactions between bosses and subordinates from a network perspective. In terms of academic contributions, this study verified the structural effect by analyzing the network of the boss group and the subordinate group, which are connected around the task. There is a significance of the study in that it attempted to analyze LMX (Leader-Member Exchange)relationships at the organizational level, overcoming the limitations of dyadic structure in LMX research by forming a multilateral network of bosses and subordinates. In addition, methodological significance can be given to the manipulation of common and generalized characteristics symbolized by positions as structural positions in the organization. The practical implication is that it can be used as a basis for human resource development strategies through practical work improvement by referring to the measures and results of work related centrality in this study. This study is expected to contribute to enhancing job efficiency in addition to job allocation and job redesign through existing network analysis.

Associations of Job Insecurity With Perceived Work-Related Symptoms, Job Satisfaction, and Turnover Intentions: The Mediating Role of Leader-Member Exchange and the Moderating Role of Organizational Support.

This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceived quality of LMX carried the effect of job insecurity on all outcomes, and that this relationship was stronger for employees who reported higher levels of POS. This study makes important theoretical and practical contributions to job insecurity, LMX, and POS research, underlining the importance of promoting the leader–member relationship’s quality in an ethical and supportive work environment.

Relational age and leader–member exchange: mediating role of perceived trust

PurposeDrawing on similarity-attraction hypothesis and generational gap literatures, this study aims to examine the impact of age difference in a leader–member dyad on leader–member exchange (LMX). The study hypothesized that relational age would impact the subordinates-reported LMX. However, given that leaders have structural power over subordinates and hence have mechanisms of interaction available to them, the age difference might not determine their perception of quality of LMX. The study also hypothesized that generation gap in values and beliefs leads to lack of trust, on the part of subordinates, which in turn might be the reason for poor quality of LMX.Design/methodology/approachA total of 200 leader–member dyads from five organizations in the National Capital Region of India were used in this study. Data were collected via separate structured questionnaires for leaders and members, which comprised of standard scales of LMX and perceived trust, and demographics.FindingsHypotheses received substantial support from the data with a few exceptions. Only the loyalty dimension of perceived trust mediates the relationship between relational age and member perception of LMX.Research limitations/implicationsResults have implications for relational age and LMX interventions. However, the results are to be viewed in the light of members’ perspective. While this is a common practice in LMX research, it would be interesting to explore leaders’ trust and psychological reactions as well, for additional insights into leadership practice.Originality/valueLimited work has been done to explore the impact of relational age on LMX, that too mediated by trust. An attempt has been made in this study to do so via leader–member dyads.

Recent Advances in Leader-Member Exchange Research

Relationships are an essential feature of the workplace. This symposium focuses on recent research on one type of relationship: the one established between the leader and follower. The five papers ...

The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

Research on leader–member exchange (LMX) has gained momentum with a large number of studies investigating its impact on multiple levels. This article systematically reviews the literature between 2010 and 2016 on the link between LMX and its impacts on employee perceptual, attitudinal and behavioral outcomes. Our review identifies performance, job satisfaction, organization citizenship behavior, turnover intention, creativity, organizational commitment and affective commitment as the most significant outcomes of LMX. This article also identifies potential areas for future LMX research and identifies different ways for enhancing its theoretical and empirical contributions in future.

A Process Approach to LMX: Examining Dynamics, Differentiation, and Social Comparison

This symposium examines several processes related to leader-member exchange (LMX). Specifically, the papers in this symposium investigate LMX differentiation, LMX social comparisons, leader-follower relationship development, and reciprocal influence. To do so, we examine novel inputs into these processes, including the role of leader cognitive ability in LMX differentiation, the importance of relative overqualification in LMX social comparisons, the influence of leader mindfulness in the development of leader-follower relationships, and the function of daily leader emotional states and daily follower performance in the reciprocal influence process. Further, we consider how these inputs affect outcomes of these processes for leaders, followers, leader-follower dyads, and work groups. Overall, our symposium advances understanding of the major processes within LMX research by examining novel inputs and important outcomes to individuals, dyads, and organizations. Do Intelligent Leaders Differentiate LMX Intelligently? An Investigation of “G” and LMX Presenter: Fadel Khalil Matta; U. of Georgia Presenter: Emma Laier Frank; U. of Georgia Presenter: Crystal I Chien Farh; U. of Washington Presenter: Stephanie Myunghee Lee; Baylor U. Leader-Member Exchange Social Comparison as a Mediator of the Effects of Relative Overqualificatio Presenter: Farid Jahantab; The U. of Texas at El Paso Presenter: Berrin Erdogan; Portland State U. Presenter: Prajya Rakshit Vidyarthi; The U. of Texas at El Paso Presenter: Smriti Anand; Stuart School of Business, Illinois Institute of Technology Making Mindfulness: Relational Decentering within Leader-Member Relationships Presenter: David Sluss; Georgia Institute of Technology Presenter: Yifeng Fan; Georgia Institute of Technology From Me to You and Back to Me: Examining the Dynamics of LMX Relationships Presenter: Amy Bartels; U. of Nebraska, Lincoln Presenter: Hudson Sessions; Arizona State U. Presenter: Jennifer Nahrgang; Arizona State U. Presenter: Kelly Schwind Wilson; Purdue U., West Lafayette Presenter: Lusi Wu; Purdue U., West Lafayette Presenter: Jared Law-Penrose; Indiana U. Southeast

A mediation model of leaders’ favoritism

PurposeThe purpose of this paper is to develop a mediation model for understanding how favoritism, in the context of the leader–member exchange (LMX) theory, influences subordinate-rated LMX via the subordinates’ perception of organizational justice.Design/methodology/approachThe sample comprised 39 managers and 159 employees working in local branches of banks in Taiwan. While the managers were asked to rate their LMX scores with all employees, three to five employees were randomly selected to participate in a survey which included two phases with a time lag of three months. Given the nested structure of the data, hierarchical linear modeling was used to examine the mediation model.FindingsThe findings support the mediation model, indicating that LMX favoritism can significantly influence subordinate-rated LMX by enhancing subordinates’ justice perception.Originality/valueThe study contributes to the existing LMX research by showing that a superior’s LMX favoritism may change subordinate-rated LMX over time.

Current Developments in Leader Member Exchange (LMX): A Research Incubator

Leader-Member Exchange (LMX) has been studied for over 40 years in the Management literature and scholars have repeatedly demonstrated its relevance and importance in the organizational context showing significant relationships with almost every leadership outcome variable (Gertsner & Day, 1997; Sin et al., 2009). Studies have been conducted across the globe and consistent results have been found, indicating its international importance (Dulebohn et al., 2012; Rockstahl, Ang, & Shore, 2012). LMX is the 3rd most studied leadership model over the period from 2000-2013 (Dinh et al., 2014), however, the LMX literature is in need of a critical rejuvenation with regards to new directions for theory and research, lest this prolific research advancement stagnate. This panel symposium will provide a forum for scholars to discuss several promising areas of inquiry for future LMX research, participants to network with top LMX scholars in order to advance LMX research, and perhaps develop collaborator relationships.

Effects of relational schema congruence on leader-member exchange

Drawing on social exchange processes in leader-member exchange (LMX), we posit that expressive relational schema (ERS) and instrumental relational schema (IRS), which refer to knowledge structures in social exchange processes, act as antecedents of follower-rated LMX. Specifically, we discuss how leader-follower relational schema congruence/incongruence informs follower-rated LMX. Using polynomial regression models, we analyze 205 leader-follower dyads and test the congruent/incongruent effects on follower-rated LMX. The findings show that ERS congruence has a positive effect on follower-rated LMX, while IRS congruence has a negative effect on follower-rated LMX. Results also demonstrate that ERS incongruence impairs more follower-rated LMX than does ERS congruence, and IRS incongruence and IRS congruence have the same follower-rated LMX. Implications for LMX theory and research are discussed.