Leader–Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership Theory

Day, David V.; Miščenko, Darja

doi:10.1093/oxfordhb/9780199326174.013.8

Cited by 34 publications

(47 citation statements)

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“…Specifically, we find that workplace ostracism decreases job embeddedness (see Figure ) and increases voluntary turnover (see Figure ), but only for employees with relatively positive LMX. Whereas existing research seems to suggest that LMX is always good (Day & Miscenko, ), a resource complementarity perspective suggests that this may not be always the case. As prior studies have suggested (e.g., Sherony & Green, ) and our current research shows as well (i.e., the negative relationship between workplace ostracism and LMX), positive co‐worker relations and a high‐quality LMX tend to be found together.…”

Section: Discussionmentioning

confidence: 95%

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

Zhang

Fan

Deng

et al. 2019

Human Res Mgmt Journal

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This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.

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Section: Discussionmentioning

confidence: 95%

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

Zhang

Fan

Deng

et al. 2019

Human Res Mgmt Journal

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“…In the contemporary world, on the other hand, LMX has been considered as the most influential leadership theory for the past four decades that deals with the relationship oriented context within organizations (Rice, 1999). However, major research evidences regarding LMX and outcomes emerge from the developed countries (Day & Miscenko, 2016) whereas, lesser studies in non-developing countries showed a substantial difference in leadership outcomes for both the contexts (Anand, Hu, Liden, & Vidyarthi, 2011).…”

Section: Introductionmentioning

confidence: 99%

Moderating Role of Islamic Work Ethics and Mediating Role of Organizational Identification on Leader-Member Exchange and Citizenship Behavior Relationship: A Test of Moderated Mediation Model

Hussain¹,

Shahzad²,

Khan³

et al. 2018

J. Islam. bus. manag.

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The present study aims to investigate the indirect relationship of Leader-Member Exchange (LMX) and followers' citizenship behavior through Organizational Identification (OI) for the first time using Social Identity Theory (STI), and to widen the scope of research by explaining differences in LMX-citizenship behavior relationship through OI arising from a moderating role of Islamic Work Ethics (IWE). The questionnaire comprising supervisor and subordinate-rated measures and a time-lagged data collection design has been used for data collection. Based on a convenience sample of 408 subordinates who were attached with 142 supervisors from developing country like Pakistan, mediation and moderated-mediation was tested using PROCESS. Results supported the mediating role of OI between LMX and follower citizenship behavior. Moderated mediation analysis confirmed the conditional effect of IWE on the indirect relationship between LMX and citizenship behavior through OI.

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“…This enables us to derive theoretical distinctions from a parallel domain, with the aim of mapping the theoretical landscape on social support at the workplace and position our study in it. One useful theoretical distinction can be found in Day and Miscenko's () work about positive leadership theory, as support of others is often explicitly or implicitly part of it. The researchers identified four main theoretical approaches to positive leadership: (a) traits or characteristics theories, focusing on identifying stable core features involved in the phenomenon; (b) situational theories, focusing on identifying moderating factors that enhance or inhibit the effect associated with the phenomenon; (c) motivational theories, focusing on identifying symbolic, emotional, and self‐concept elements associated with the phenomenon; and (d) information processing theories, aspiring to understand the enactment and interpretation of the phenomenon (with specific emphasis on categorization and prototype‐matching processes).…”

Section: Theoretical Reviewmentioning

confidence: 99%

Help me if you can: Psychological distance and help‐seeking intentions in employee–supervisor relations

Berkovich

Eyal

2018

Stress and Health

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Social support at work is considered useful in treating job-related stress, and supervisors' emotional support has been found to be the most effective source of support at work. But an understanding of what elements make employees use supervisors as a source of emotional support is lacking. The present qualitative study included in-depth interviews with 24 teachers and 12 principals and a focus group with 12 school counsellors. The findings pointed at 2 groups of determinants of subordinates' intentions of asking socioemotional help from supervisors. The structural-organizational factors included low formalization structure, supportive and open work climate, shared goals, and manager's professional expertise; the dyadic factors included quality of relationship and demographic similarity. The determinants reflected different dimensions of psychological distance forming a close construal level that played a central part in employees' viewing the supervisor as an accessible socioemotional resource. The role of construal fit is discussed.

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Leader–Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership Theory

Cited by 34 publications

References 0 publications

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

Moderating Role of Islamic Work Ethics and Mediating Role of Organizational Identification on Leader-Member Exchange and Citizenship Behavior Relationship: A Test of Moderated Mediation Model

Help me if you can: Psychological distance and help‐seeking intentions in employee–supervisor relations

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