Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes

Cogliser, Claudia C.; Schriesheim, Chester A.; Scandura, Terri A.; Gardner, William L.

doi:10.1016/j.leaqua.2009.03.010

Cited by 198 publications

(203 citation statements)

References 79 publications

Supporting

Mentioning

190

Contrasting

Unclassified

Order By: Relevance

“…Managers must follow the basic principles of ethical and moral conduct at all times and in all places. When the behaviour, words and deeds of managers at all organisational levels are in line with common organisational values and norms, managers are perceived as honest and as credible models by their Chinese employees, and this further promotes the development of high-quality leader-member relationships (Cogliser et al, 2009). …”

Section: Resultsmentioning

confidence: 99%

“…In order to create a reciprocal relationship during working time leaders and followers can perform activities like making offers, inducements and provisions on the exchange process to achieve their objectives and become interrelated. If one person accepts an offer from another, and reciprocates a satisfactory response, the process continues in this way, resulting in high-quality relations over time (Cogliser et al, 2009). Employees who feel that they benefit from their leader will try to reciprocate by offering a favour in return (Xu et al, 2011).…”

Section: Background and Development Of The Lmx Theorymentioning

confidence: 99%

“…Therefore, a leader can take advantage of this phenomenon by doing a favour ahead of the employees, such as volunteering to give more resources or offering professional support and rewards, to encourage employee work performance. Employees who receive more resources from their leader will become more committed and will be more inclined to reciprocate naturally, and this will further promote the development of high-quality leader-member relationships (Cogliser et al, 2009). After receiving employees' favours, what is important for leaders is to prepare to extend a new favour next time, for example, using their power to collect as many new resources and as much useful information as possible.…”

Section: Background and Development Of The Lmx Theorymentioning

confidence: 99%

“…One particular leadership theory, the leader-member exchange theory, known as LMX, which emphasises the importance of relationships, can be useful in the Chinese context (Redding & Wong, 1986;Yang, 1993;Hui & Graen, 1997). According to the LMX theory, the higher the quality of leader-member relationship between the manager and his / her subordinates, the more positive the effect on work will be (Gerstner & Day, 1997;Cogliser et al, 2009). The LMX theory is probably among the relational leadership frameworks that is best known to Western managers nowadays (Cogliser et al, 2009;Ladkin, 2010;Dulebohn et al, 2011;Walumbwa et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…According to the LMX theory, the higher the quality of leader-member relationship between the manager and his / her subordinates, the more positive the effect on work will be (Gerstner & Day, 1997;Cogliser et al, 2009). The LMX theory is probably among the relational leadership frameworks that is best known to Western managers nowadays (Cogliser et al, 2009;Ladkin, 2010;Dulebohn et al, 2011;Walumbwa et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

Nie

Lämsä

2013

J Bus Ethics

View full text Add to dashboard Cite

ABSTRACT.The leader-member relationship has been identified as a key determinant of successful working relationships and business outcomes in China. A high quality leader-member relationship helps managers and employees to meet the demands they face and gives them the opportunity to develop socially, emotionally and morally. Such relationships form the basis of the overall well-being and success of the organisation. This article contributes to relationally oriented leadership theories and more specifically to the leader-member exchange (LMX) theory by examining the theory in the context of Western expatriate managers and Chinese employees in China. The first aim of the study is to analyse the similarities and differences between the LMX theory, which owes its origins to Western corporate experience, and the social and moral norms of guanxi, a crucial element in the Chinese value system. Since Westerners and Chinese people can give different interpretations to guanxi, the second aim of the article is to discuss the ethical challenges to the Western manager arising from guanxi. The findings of this study have implications not only for China, but also for other Chinese communities (Macau, Taiwan, Hong Kong, the Philippines, and Singapore) where guanxi is endorsed and practised.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Background and Development Of The Lmx Theorymentioning

confidence: 99%

Section: Background and Development Of The Lmx Theorymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

Nie

Lämsä

2013

J Bus Ethics

View full text Add to dashboard Cite

show abstract

Leader–Member Exchange Theory

Jian

2015

The International Encyclopedia of Interpersonal Communication

View full text Add to dashboard Cite

This entry presents an overview of the leader–member exchange (LMX) theory and research. It traces the theory's conceptual evolution from a marginal perspective of supervisor–subordinate relationships to a full‐fledged mainstream leadership model. The entry summarizes key findings with regard to the antecedents and outcomes of LMX and presents major lines of inquiry that have sprung from the theory, including the effects of leader–member agreement of LMX, the influence of similarity and diversity of the dyadic partners, and the communication process in leader–member relationship development.

show abstract

The social context of performance appraisal and appraisal reactions: A meta‐analysis

Pichler

2012

Human Resource Management

136

142

View full text Add to dashboard Cite

This study reviews and meta‐analyzes the literature on the social context of performance appraisal. Results indicate that aspects of rater‐ratee relationship quality (i.e., supervisor satisfaction, supervisor support, supervisor trust) are strongly related to ratee reactions to performance appraisals. Rater‐ratee relationship quality is more strongly related to appraisal reactions than appraisal participation or performance ratings. Integrating social exchange theory with procedural justice theory, this article tested whether or not the relationship quality–appraisal reactions relationship was due to relationships between relationship quality and instrumental resources for the ratee (i.e., appraisal participation and rating favorability). When controlling for relationships between these resources and appraisal reactions, a direct path between relationship quality and reactions was significant, supporting a relational model of the exchange between appraisal partners. The relationship quality–appraisal reaction relationship was not moderated by performance rating favorability or appraisal participation. In total, these results highlight the importance of relationship quality to employee reactions to performance appraisal—and the importance of ratee reactions as an important resource in the social exchange between appraisal partners. Implications for theory, practice, and future research are discussed. © 2012 Wiley Periodicals, Inc.

show abstract

Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes

Cited by 198 publications

References 79 publications

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

Leader–Member Exchange Theory

The social context of performance appraisal and appraisal reactions: A meta‐analysis

Contact Info

Product

Resources

About