Process and Structure in Leader-Member Exchange

Sparrowe, Raymond T.; Liden, Robert C.

doi:10.2307/259332

Cited by 397 publications

(462 citation statements)

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“…For decades, numerous studies have demonstrated that leader-member exchange (LMX) is of great importance to organizations and employees (Graen and Uhl-Bien 1995;Sparrowe and Liden 1997). It not only contributes to organizational performance by enhancing individuals' job performance and extra-role performance, as well as reducing their deviant and withdraw behaviors (for review, see Dulebohn et al 2012;Gerstner and Day 1997), but also provides individual benefits, such as job satisfaction, career success, and emotional support (Gerstner and Day 1997).…”

Section: Introductionmentioning

confidence: 99%

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Lü

2015

J Happiness Stud

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While prior studies have focused on the effect of leader-member exchange (LMX), representing a dyadic differentiated exchange relationship between a leader and followers, on employees' job-related outcomes, how LMX at the group level influences one's life domain has been ignored. The present study shifted attention to the relationship between LMX mean and employee life satisfaction as well as the boundary conditions. Using a sample of 471 employees from 53 groups and hierarchical linear modeling, we examined the cross-level main effect of LMX mean on life satisfaction and the moderation of group power distance and individual political skill. The results revealed that LMX mean had a work-to-life spillover effect on employee life satisfaction. Employee political skill positively moderated the relationship between LMX mean and life satisfaction, whereas group power distance negatively moderated the relation. Theoretical and practical implications were further discussed.

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Section: Introductionmentioning

confidence: 99%

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Lü

2015

J Happiness Stud

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“…The norm of reciprocity behind the varied sorts of individual-individual or organization relationships refers to exchange partners' motives and the immediacy and equivalency of exchanged resources (Wu et al, 2006). Second, the distinctions between economic and social exchanges did not demonstrate why social exchange leads to trust (Butler, 1991;McAllister, 1995), and the dimensions of actual exchange behavior that distinguish social exchange from economic exchange have not been specified in a way that facilitates empirical verification (Sparrowe and Liden, 1997). Therefore, this paper tries to explore the exchange relationship between leaders and subordinates based on the norm of reciprocity.…”

Section: Introductionmentioning

confidence: 96%

“…Drawing on the ethnographic records on a broad range of cultures, Sahlins (1972) introduced a typology comprising three dimensions of reciprocity, for example, equivalence of returns, immediacy of returns and interest. Sparrowe and Liden (1997) constructed three types of reciprocity on the basis of different configurations of these three dimensions of Sahlins (1972), including generalized, balanced and negative reciprocities. Generalized reciprocity represents an indefinite reimbursement period, undefined equivalency of return, and low selfinterest.…”

Section: Introductionmentioning

confidence: 99%

Leadership styles and employees’ job-related attitudes: An empirical study on the mediating effects of reciprocity and trust

Jia

Song

et al. 2007

Front. Bus. Res. China

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Reciprocity and trust are the basic principles of human social exchanges. Using a sample of 972 managers in China, we examined the relationship between transformational and transactional leadership styles and job-related attitudes of employees, as well as the mediating effects of both reciprocity and trust on the above relationship based on social exchange theory. The main findings of structural equation modeling analyses were shown as follows. Firstly, transformational leadership not only affects organizational trust Leadership styles and employees' job related attitudes 575 and commitment directly, but also motivates organizational trust of employees through the mediation of generalized and balanced reciprocity indirectly, and thus enhances organizational commitment and stay intention of employees. Secondly, transactional leadership indirectly affects organizational trust and commitment of employees through the mediation of reciprocity. Thirdly, generalized reciprocity has direct effects on organizational commitment of employees, whereas balanced reciprocity exerts its influences through affecting organizational trust of employees. Managerial suggestions are provided.

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“…The LMX is a unidimensional measure of leader-member exchange, or the quality of a member's relationship with their leader or a leader's relationship with their group member (Sparrowe & Liden, 1997). Items were re-worded to refer to supervisor or supervisee.…”

Section: Methodsmentioning

confidence: 99%

Attachment theory within clinical supervision: application of the conceptual to the empirical

Wrape

2017

Psychoanalytic Psychotherapy

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Process and Structure in Leader-Member Exchange

Cited by 397 publications

References 0 publications

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Leadership styles and employees’ job-related attitudes: An empirical study on the mediating effects of reciprocity and trust

Attachment theory within clinical supervision: application of the conceptual to the empirical

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