Leader–Member Exchange

Abstract

Leader‐member exchange (LMX) represents the dyadic relationship between leaders and followers. It posits that leaders form differential relationships with their followers based on the exchange of resources and support between both parties (Graen and Uhl‐Bien, 1995). Those employees with high quality relationships experience more challenging work, better training and promotion opportunities, and better access to resources. Those who experience low quality relationships fulfil the basic requirements of their role, but are less likely to experience such opportunities and resources. This quality of the exchange relationship has been linked to outcomes such as commitment, job satisfaction, and organizational citizenship behavior. Much less research attention has been devoted to exploring the antecedents of LMX compared to its outcomes. However, some evidence suggests that antecedents include relationship tenure, leaders' time, span of leadership, follower competence and dependability, and perceived similarity. Other research suggests that the link between LMX and outcomes is mediated by factors such as perceptions of justice, personality differences, and both individual and group performance. Future research should focus on exploring a wider range of possible intervening variables that influence the outcomes of LMX. In addition, a better understanding of the concept of team‐member exchange (TMX) is needed.