Differentiation in leader–member exchange: A hierarchical linear modeling approach

Ma, Li; Qu, Qing

doi:10.1016/j.leaqua.2010.07.004

Cited by 75 publications

(77 citation statements)

References 61 publications

(79 reference statements)

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“…Although extant research on differentiated leadership has often focused on leader-member exchange (LMX) differentiation (e.g., Erdogan & Bauer, 2010;Liden, Erdogan, Wayne, & Sparrowe, 2006;Ma & Qu, 2010), recent studies have begun to examine other types of differentiated leadership styles, such as differentiated transformational leadership (Cole, Bedeian, & Bruch, 2011;Wu et al, 2010) and differentiated laissez-faire leadership (Cole & Bedeian, 2007). In this study, we follow these prior investigations of differentiated leadership and define differentiated empowering leadership as the extent to which a leader exhibits varying levels of empowering behavior towards different followers.…”

Section: Differentiated Empowering Leadership As a Contextual Constramentioning

confidence: 95%

When and why empowering leadership increases followers’ taking charge: A multilevel examination in China

Yam

et al. 2015

Asia Pac J Manag

113

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Drawing from the cultural self-representation model, we propose a multilevel model to examine when and why empowering leadership elicits followers' taking charge behaviors in China. Data from 310 full-time employees in 81 work groups provide support for the mediating role of role breadth self-efficacy in transforming team-directed empowering leadership into individual taking charge behaviors. In addition, this mediation relationship is found to be attenuated by high differentiated empowering leadership and low individual power distance orientation. Finally, we find support for a three-way moderated mediation-which the moderating effect of differentiated empowering leadership is found to be significant only among followers who have low power distance orientation. We conclude by discussing the theoretical and practical implications of these findings.

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Section: Differentiated Empowering Leadership As a Contextual Constramentioning

confidence: 95%

When and why empowering leadership increases followers’ taking charge: A multilevel examination in China

Yam

et al. 2015

Asia Pac J Manag

113

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“…Following prior studies (e.g., Y. Chen et al, 2014;Ma & Qu, 2010), we calculated the within-group standard deviation in individual assessed LMX scores to measure LMX differentiation.…”

Section: Group-level Variablesmentioning

confidence: 99%

What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters

Chen

Weng

2015

Journal of Management

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In this paper, we identify the basis of leader-member exchange (LMX) differentiation as a crucial factor influencing the relationship between LMX differentiation and work group outcomes. Drawing from the relational theories of procedural justice, we theorize members' task performance and organizational citizenship behavior (OCB) as the two main bases of LMX differentiation. We hypothesize that LMX differentiation will be less negatively related to intragroup relational quality and group proactivity when there is more task performance-based and/or OCB-based LMX differentiation within the group. Data from two field studies provide consistent evidence for the moderating effects of these two bases of LMX differentiation. In addition, the results of Study 2 show that the task performance-based LMX differentiation moderates the cross-level relationship between LMX differentiation and members' procedural justice perceptions. At the group level, the procedural justice climate mediates the interactive effects of LMX differentiation and task performance-based LMX differentiation on group proactivity but not on intragroup relational quality. We discuss the theoretical and empirical implications of these findings in the organizational context.

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“…Islam (2009), a Brazilian investigator, conducted a critical analysis of the images of leadership being presented in children's movies -noting that these images may have a noteworthy impact on people's conceptions of leadership. Ma and Qu (2010), Chinese investigators, have provided a survey study examining the effects of differentiation on leader-member exchange.…”

Section: International Statusmentioning

confidence: 99%

“…We publish studies on genetic influences on leader emergence (Arvey, Rotundo, Johnson, Zhang, & McGue, 2006) as well as studies on leader development (Popper & Amit, 2009). We publish studies on leader networks (Balkundi & Kilduff, 2005) and leadermember exchange (Ma & Qu, 2010). We publish studies on methods for measuring leadership (Brown & Keeping, 2005).…”

Section: Contentmentioning

confidence: 99%

A hale farewell: The state of leadership research

Mumford

2011

The Leadership Quarterly

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Differentiation in leader–member exchange: A hierarchical linear modeling approach

Cited by 75 publications

References 61 publications

When and why empowering leadership increases followers’ taking charge: A multilevel examination in China

When and why empowering leadership increases followers’ taking charge: A multilevel examination in China

What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters

A hale farewell: The state of leadership research

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