Capturing the dynamics of leader–follower interactions: Stalemates and future theoretical progress

Hofmans, Joeri; Dóci, Edina; Solinger, Omar; Choi, Woohee; Judge, Timothy A.

doi:10.1002/job.2317

Cited by 29 publications

(38 citation statements)

References 21 publications

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“…Notions on the development of the social exchange relationship (e.g., Bauer and Green, 1996) suggest, in line with this study, that the relationship between the leader and their subordinate is an ongoing process, assessed through events (Ballinger and Rockmann, 2010), occurring in the microlevel interaction processes between the parties, where they assess the quality and expectations of the exchange (Brower et al, 2000; Hofmans et al, 2019). It should be noted that expectations of exchange or conduct, and not having those expectations met, lead to the perception that exchange expectations have been violated (Game, 2008).…”

Section: Discussionsupporting

confidence: 74%

“…Research suggests that the development and maintenance of an LMX relationship should be viewed through microlevel interaction processes between the leader and the subordinate (Hofmans et al, 2019), and that the LMX process is also altered through the interactions and exchanges between the parties (Brower et al, 2000). The social exchange process includes both tangible and intangible (i.e., communicative) exchanges and interactions between parties, usually the leader and the subordinate, including exchanges of resource distribution and feedback, and can be divided into work and personal exchanges (e.g., Sheer, 2015).…”

mentioning

confidence: 99%

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Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

Kangas

2020

Leadership

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The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.

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Section: Discussionsupporting

confidence: 74%

mentioning

confidence: 99%

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

Kangas

2020

Leadership

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“…Therefore, across the studies in this review, it is likely the absence of modelling moderation and mediation effects between LMX and related constructs such as TFL dimensions could be related to the lack of significant results for leader attachment associated with LMX ATTACHMENT STYLES AND LMX 40 quality. The use of such moderation and mediation models is an important direction for future research, especially as used with the assessment of micro-level, relational processes tapping covariation of affect, cognition, and behaviour between dyad members across time (Hofmans, Dóci, Solinger, Choi, & Judge, 2019). This paper contributes to recent calls for more detailed examinations of the micro-level, relational processes constantly at work in leader-follower dyads, which influence the emergence of the relatively steady quality of relationship in leaderfollower relationships (Hofmans, et al, 2019).…”

Section: Directions For Future Research and Practical Implicationsmentioning

confidence: 99%

“…The use of such moderation and mediation models is an important direction for future research, especially as used with the assessment of micro-level, relational processes tapping covariation of affect, cognition, and behaviour between dyad members across time (Hofmans, Dóci, Solinger, Choi, & Judge, 2019). This paper contributes to recent calls for more detailed examinations of the micro-level, relational processes constantly at work in leader-follower dyads, which influence the emergence of the relatively steady quality of relationship in leaderfollower relationships (Hofmans, et al, 2019). Namely, within this paper, we have included 10 studies on LMX and attachment, and the conceptual orientation to each of these studies was focused on the micro-level, relational processes illustrated in the attachment bonds within the LMX relationship.…”

Section: Directions For Future Research and Practical Implicationsmentioning

confidence: 99%

“…We recommend that future studies be designed with longitudinal methods and operationalise variables that target the microlevel, relational processes at work in leader-follower dyads. Such longitudinal methods are likely to focus on interpersonal affect dynamics such as synchrony, which is the covariation of affect, cognition, and behaviour between dyad members (Hofmans, et al, 2019). By focusing on such micro-level, relational processes it would be possible to assess outcomes such as trust and liking that emerge from ongoing micro-level, relational processes.…”

Section: Directions For Future Research and Practical Implicationsmentioning

confidence: 99%

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The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

Fein

Benea

Idzadikhah

et al. 2019

European Journal of Work and Organizational Psychology

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Attachment styles can predict the quality of organisational relationships, particularly in reference to Leader Member Exchange (LMX). However, there is much work to be done in articulating and summarising these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across ten studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organisational psychology and suggest several directions for future research on the attachment-LMX relationship.

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A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes

2021

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Scholars are increasingly embracing innovative research designs and measures to capture actual leader and/or follower behaviors in real interactions. Our systematic review of this emerging research stream and development of a research agenda seeks to move the literature further in this direction. Specifically, we aim to inspire scholars with techniques for observing, manipulating, or training actual leadership and/or followership behaviors at different temporal scopes in the laboratory or field and identify which future research areas are worth exploring. To achieve these aims, we perform a review of existing studies in this domain according to their underlying conceptual model and temporal scope. We analyze which types of leader or follower behaviors (i.e., verbal behavior, text-based behavior, choice behavior, gaze, facial expressions, gestures, voice tone and pitch, movement cues, and unspecified nonverbal behavior) have been studied, how they have been studied (i.e., using which methodological approaches), and in which study context (i.e., laboratory or field). We distill these findings to derive six future research directions: conducting studies that connect actual and perceived leader/follower behaviors, considering temporal granularity in a nuanced manner, exploring interdependent behavioral patterns, leveraging unconventional research methods, performing multimodal behavior analyses, and conducting more studies "in the wild" (i.e., field research).

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Capturing the dynamics of leader–follower interactions: Stalemates and future theoretical progress

Cited by 29 publications

References 21 publications

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes

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