A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation, and commitment and performance

Blanc, Pascale M. Le; González-Romá, Vicente

doi:10.1016/j.leaqua.2011.12.006

Cited by 133 publications

(128 citation statements)

References 60 publications

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“…(2012) believe that the LMXD will affect the team process, aggravate the relationship conflict, and impede team cooperation as well as exchange based on the fairness theory [65]. When a team's leadership-member exchange difference (LMXD) is at a high level, individuals with low-quality LMX relationships may experience unfairness and dissatisfaction [57], and may even be jealous [66], which in turn reduces communication and interaction between members in high-quality LMX relationships [67], and ignores help from other members, resulting in low-quality TMX relationships among team members [30].…”

Section: Leader-member Exchange Differentiation (Lmxd)mentioning

confidence: 99%

A Literature Review of Team-Member Exchange and Prospects

Zheng¹

2018

JSSM

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Team-member exchange refers to individual's perception of the quality of working relationships as the whole within the team, which has been recognized by many scholars to the importance of team processes. However, the research of team-member exchange is still scarce. To advance team-member exchange of research, and gradually build and improve the development of team-member exchange theory paralleled with leader-member exchange theory, this paper reviews recent team-member exchange research in aspects of research origins, concept, measurement, theoretical perspectives, function modes and so on, and points out future directions in team-member exchange research.

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Section: Leader-member Exchange Differentiation (Lmxd)mentioning

confidence: 99%

A Literature Review of Team-Member Exchange and Prospects

Zheng¹

2018

JSSM

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“…Thus, the widely adopted assumption in previous research that LMX differentiation violates the rule of justice (e.g., Boies & Howell, 2006;Hooper & Martin, 2008) needs to be revised by taking into account the basis of such differentiation. The importance of task performance as one basis for LMX differentiation provides a new theoretical explanation for why LMX differentiation showed positive effects on individual and group outcomes (e.g., Erdogan & Bauer, 2010;Le Blanc & González-Romá, 2012;Naidoo et al, 2011).…”

Section: Theoretical Implications and Extensionsmentioning

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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“…There is not a learning organization without a common vision; and, the core competency of an enterprise would not be easily established without a learning organization (Le Blanc & González-Romá, 2012). In other words, a common vision provided "focus and energy" for learning that an individual expanded the self-creation ability through creative learning.…”

Section: Research On Leadership Behavior and Knowledge Managementmentioning

confidence: 99%

Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences

Tang

2017

EURASIA J MATH SCI T

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It is wondered how traditional medical industry responds to the information era with new knowledge economy. In fact, medical industry is a knowledge-intensive and humanoriented service industry. The interaction among professional staff at various working systems in hospitals, patients visiting hospitals daily, and the upstream and downstream suppliers for medical activities forms an extremely useful knowledge database. Although the application of information technology is not the whole definition of knowledge management, the entire medical industry, based on other traditional factors, is not ranked on the top for the utilization of modern information technology, compared to other industries. For this reason, establishing a special knowledge management environment with the knowledge-intensive and human-oriented characteristics of medical industry is a worthy goal. Aiming at primary hospitals in Shanghai, the management level, physicians, and employees are distributed 360 copies of questionnaire. Total 288 valid copies are retrieved, with the retrieval rate 80%. The research results summarize the positive relations between 1.leadership behavior and knowledge management, 2.knowledge management and organization innovation, and 3.leadership behavior and organization innovation. Finally, suggestions are proposed, expecting to have leaders in medical industry guide the organization to become a self-learning organism and, meanwhile, practice knowledge management in the organization to digitalize the generation, storage, and expansion process of knowledge within the organization.

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A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation, and commitment and performance

Cited by 133 publications

References 60 publications

A Literature Review of Team-Member Exchange and Prospects

A Literature Review of Team-Member Exchange and Prospects

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

Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences

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