Measure Of Leader–member Exchange Research Articles

Conceptualizing Leader-Member Exchange as a Second-Order Construct.

To date, scholars have focused a considerable amount of effort on developing valid measures of leader–member exchange (LMX). Although useful, it is unclear whether this proliferation in measurement is warranted. Specifically, although perhaps meaningful conceptual distinctions are made when developing new LMX measures, it is unclear whether these measures differ sufficiently from previously established measures. This manuscript explores this possibility. We begin by providing a brief review of the current state of LMX measurement, and then proceed by describing three different studies through which this research question is explored. Results suggest that virtually all measures of LMX included in this investigation are indicators of the same underlying second-order factor, i.e., they are all measuring the same construct.

How Malaysian managers persuade employees' innovative behaviour?

The intention of this paper was to examine the impact of six selected leaders' behaviours on employees' innovative behaviour through the mediating role of leader-member exchange (LMX). A total number of 155 pairs of employees and their immediate managers participated in this study. Employees rated their managers' behaviours and managers evaluated their subordinates' innovative behaviour. Both managers and employees answered to LMX measurement. Then, the agreements of employees' and managers' LMX rating were applied based on the results of within and between analysis (WABA). The obtained data were analysed through structural equation modelling-partial least square (SEM-PLS). The findings revealed the significance of mediating role of LMX in relationship between behaviour of recognising, taking risks for change and paternalistic with employees' innovative behaviour. Thus, this study has contributed to the leadership literature in addition to providing a clear vision for Malaysian managers to increase employees' innovative behaviour via improving exchange relationship.

How Malaysian managers persuade employees' innovative behaviour?

The intention of this paper was to examine the impact of six selected leaders' behaviours on employees' innovative behaviour through the mediating role of leader-member exchange (LMX). A total number of 155 pairs of employees and their immediate managers participated in this study. Employees rated their managers' behaviours and managers evaluated their subordinates' innovative behaviour. Both managers and employees answered to LMX measurement. Then, the agreements of employees' and managers' LMX rating were applied based on the results of within and between analysis (WABA). The obtained data were analysed through structural equation modelling-partial least square (SEM-PLS). The findings revealed the significance of mediating role of LMX in relationship between behaviour of recognising, taking risks for change and paternalistic with employees' innovative behaviour. Thus, this study has contributed to the leadership literature in addition to providing a clear vision for Malaysian managers to increase employees' innovative behaviour via improving exchange relationship.

Differences between follower and dyadic measures of LMX as mediators of emotional intelligence and employee performance, well-being, and turnover intention

ABSTRACTBoth leader and follower emotional intelligence (EI) have been posited in the literature to influence leader–member exchange (LMX). We collected data from 203 independent leader–follower dyads working in the insurance industry in Malaysia and examined relationships between leader and follower trait-EI and follower outcomes mediated through LMX. We added a further dimension to our study by comparing results using follower and then a dyadic measure of LMX. We found that leader EI predicted a dyadic measure of LMX, whilst only follower EI predicted a follower measure of LMX. As hypothesized, leader EI had both direct and indirect effects on follower job performance. By contrast, follower EI demonstrated both direct and indirect effects on follower well-being. We found a dyadic measure of LMX to be a stronger predictor of follower job performance, well-being, and turnover intention than a follower only measure. Our results suggest that significant relationships between leader and follower trait EI and LMX depend on whether follower or dyadic measures of LMX are used. The study draws attention to the importance of emphasizing the level at which EI effects are expected to operate in LMX.

Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

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

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.

LMX and Subordinate Political Skill: Direct and Interactive Effects on Turnover Intentions and Job Satisfaction

Previous research has demonstrated a positive relationship between leader–member exchange (LMX) quality and positive outcomes. However, little is known about how the dispositional variable of subordinate political skill impacts LMX–consequence relationships. Thus, this study investigated this interaction in predicting turnover intentions and job satisfaction. Additionally, we employed a relatively unexamined multidimensional measure of LMX, which could then help to establish the generalizability of outcomes related to LMX. We investigated these hypotheses in a sample of 239 working employees, and found support for the moderating role of subordinate political skill.

Leader–member social exchange (LMSX): development and validation of a scale

AbstractIn the last 10 years, research devoted to the construct of leader–member exchange (LMX) has increasingly relied on the tenets of social exchange as a theoretical foundation to propose and test relationships between supervisor‐subordinate dyads and variables of significant consequence. Despite the theory underpinning such relationships, researchers continue to measure LMX with scales developed to assess vertical dyad linkage (VDL), not social exchange. To address this concern, we investigated the content validity of LMX7 (the most widely cited measure of LMX) and LMX‐MDM (a popular multidimensional measure of LMX). Findings from content validity assessments by 25 LMX experts revealed LMX7 and LMX‐MDM items are not representative of the construct of social exchange. As such, we undertook a series of studies to develop a new scale we label, leader–member social exchange (LMSX). Results indicate LMSX is able to assess different, as well as the same, components of the supervisor–subordinate relationship as previous scales while being more theoretically consistent with the notion of social exchange. Copyright © 2007 John Wiley & Sons, Ltd.

Leader-Member Exchange

Retaining employees is a major goal of internal marketing. Internal marketing is often performed through direct interpersonal communication. Leader-Member Exchange (LMX) theory informs how such communication and retention may take place. The Leader-Member Exchange measurement model and a proposed structural equation model are tested. The test produced two factors, consistent with extant LMX-7 and LMX-6 measure, that combined into a second order factor. The model suggests that employees that communicate frequently with their immediate supervisor develop high quality LMX and will successfully negotiate different, and better, role and employment parameters, than those who do not engage in such communication, thus having less of an intent to turn. Findings regarding member pay appear counterintuitive. Multiple tests of the structural equation model using both ordinary least squares and maximum likelihood approaches were successful.