Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development

Liden, Robert C.; Maslyn, John M.

doi:10.1177/014920639802400105

Cited by 308 publications

(375 citation statements)

References 83 publications

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“…Second, Liden and Maslyn (1998) identified four distinct aspects of LMX: affect, loyalty, contribution, and professional respect. Notwithstanding the relatively high intercorrelations among these aspects (Maslyn & Uhl-Bien, 2001), a more differentiated conceptualization of LMX, coupled with a more complex consideration of citizenship behavior, may yield greater understanding and predictive efficacy.…”

Section: Discussionmentioning

confidence: 99%

Leader-member exchange and citizenship behaviors: A meta-analysis.

Ilies¹,

Nahrgang²,

Morgeson³

2007

Journal of Applied Psychology

928

771

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This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N ϭ 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors ( ϭ .37). The results also support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship. As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors ( ϭ .38 vs. ϭ .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs.

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Section: Discussionmentioning

confidence: 99%

Leader-member exchange and citizenship behaviors: A meta-analysis.

Ilies¹,

Nahrgang²,

Morgeson³

2007

Journal of Applied Psychology

928

771

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“…We assessed LMX with Liden and Maslyn's (1998) Control Variables. We controlled for age, sex, (0=female, 1=male), education (0=high school, 1=college degree, 2=graduate degree), and organization tenure (years) to avoid potential confounding effects on our dependent variables (Van Dyne & LePine, 1998).…”

Section: Lmxmentioning

confidence: 99%

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Kamdar

Dyne

2007

Journal of Applied Psychology

385

294

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This field study examines the joint effects of social exchange relationships at work (LMX:leader-member exchange and TMX: team-member exchange) and employee personality Existing research has demonstrated the importance of personality characteristics and social exchange relationships as predictors of task and citizenship performance (Barrick & Mount, 1991;Eisenberger, Fasolo, & Davis-LaMastro, 1990;Judge & Ilies, 2002;LePine & Van Dyne, 2001;Settoon, Bennett, & Liden, 1996). To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.Emphasizing the benefits of integrative research that simultaneously considers personality and social exchange predictors of performance, this field study has two primary purposes. First, we develop and test theoretical arguments that two personality characteristics (conscientiousness and agreeableness) and two social exchange relationships (LMX and TMX) interact to predict task performance and helping behavior of professionals working in teams.More specifically, based on Trait Activation Theory (Tett & Burnett, 2003), we propose and demonstrate interactions where high quality social exchange relationships weaken the positive effects of personality on performance. Second, drawing on Ajzen's (1988) principle of compatibility, we argue that LMX has special relevance to behaviors targeted at the supervisor and TMX has special relevance to behaviors targeted at coworkers. Thus, we extend past research that has demonstrated differential effects of LMX and Perceived Organizational Support (POS: Masterson, Lewis, Goldman, & Taylor, 2000: Settoon et al., 1996 by considering interactive effects of personality and LMX in predicting outcomes targeted at the supervisor as 4 well as interactive effects of personality and TMX in predicting outcomes targeted at peers.We first define task and citizenship performance. We then consider personality and quality of exchange relationships as predictors of task and citizenship performance. Finally, we integrate work on personality and exchange relationships, arguing that quality of exchange relationships moderates the effects of personality on task and citizenship performance. Task Performance and Citizenship PerformancePerformance is a complex, multi-dimensional construct (Campbell, 1999). As such, finegrained conceptualizations can provide a better understanding of relationships between specific predictors and specific aspects of performance (Hogan & Holland, 2003;Johnson, 2001;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Rotundo & Sackett, 2002...

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“…Consistent with leader-member exchange (LMX) theory (Dansereau, Graen, & Haga, 1975;Graen & Uhl-Bien, 1995;Liden & Maslyn, 1998), managers often share unique (or idiosyncratic) relationships with each of their employees. In the context of family-supportive practices, some employees may have experienced or perceived different levels of FSSB exhibited by their manager due to the relational quality shared with their manager and/or the idiosyncratic needs for such family-supportive supervision.…”

Section: Theoretical Implicationsmentioning

confidence: 93%

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

Caughlin¹

2000

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In this dissertation, I investigated job satisfaction from a dynamic perspective.Specifically, I integrated the momentum model of job satisfaction with the affective shift model and crossover theory in an effort to move beyond traditional, static conceptions of job satisfaction and other constructs. Recent research and theoretical development has focused on the meaning of job satisfaction change for workers and how such change impacts their decisions to leave an organization. To extend this line of inquiry, I posited hypotheses pertaining to: (a) job satisfaction change with respect to positive work behavior (i.e., organizational citizenship behavior, family-supportive supervisor behavior); (b) the potential moderating effect of changes in negative work events (i.e., job demands, interpersonal conflict) on the relation between job satisfaction change and turnover intentions change and positive work behavior; and (c) the crossover of job satisfaction change from managers to employees and the potential underlying behavioral mechanisms.An archival dataset collected by the Work, Family & Health Network was used to investigate the aforementioned phenomena. Data were collected at two time points with a six-month interval via face-to-face computer-assisted personal interviews from individuals working at 30 facilities from a U.S. extended-healthcare organization. In total, data from 184 managers and 1,524 of their employees were used to test hypotheses.Data were analyzed using multilevel structural equation modeling. In an extension of the momentum model, I found that managers' job satisfaction change positively related to DYNAMIC JOB SATISFACTION SHIFTS ii changes in employee reports of their FSSB; in addition, I replicated prior findings in which job satisfaction change negatively related to turnover intentions change.Furthermore, based on my integration of the momentum model and the affective shift model, I tested the proposition that changes in negative work events (i.e., job demands, interpersonal conflict) would moderate the relationship between changes in job satisfaction and focal outcomes. For certain operationalizations of negative work events, hypothesis testing revealed significant interactions with respect to changes in all three outcomes: turnover intentions, OCB, and FSSB. The form of the interactions, however, deviated from my predictions for models including changes in turnover intentions and OCB, although my predictions were supported for models including changes in FSSB. In my integration of the momentum model and crossover theory, the associated hypotheses were met with very limited support. Specifically, the relationship between managers' job satisfaction change and employees' job satisfaction change approached significance, but the relationship between managers' level of job satisfaction and their employees' subsequent level of job satisfaction did not receive support. Similarly, the proposed mediational mechanisms (i.e., managers' OCB and FSSB) of these crossover relations went unsupported...

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Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development

Cited by 308 publications

References 83 publications

Leader-member exchange and citizenship behaviors: A meta-analysis.

Leader-member exchange and citizenship behaviors: A meta-analysis.

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

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