Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review

Abstract

This paper reports a meta-analysis that examines the relation between Leader-Member Exchange (LMX) relationship quality and a multi-dimensional model of work performance (task, citizenship and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ= .30), citizenship performance (97 samples, ρ= .34) and negatively with counterproductive performance (19 samples, ρ= -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (i) measures were obtained from a different source or method and (ii) LMX was measured by the follower than the leader (with common source and method biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

Leader-member Exchange, Work-to-family Enrichment, and Work Engagement

“…Furthermore, results of the present study empirically demonstrate for the first time that work engagement acts as a mediator in the relation between LMX and WFE. This result also echo recent calls to investigate the underlying mechanisms and processes by which LMX exerts its influence on the employee outcomes [3].…”

“…In addition, although there is a wealth of literature on the proximal effects of LMX, little is known about the process through which LMX influences follower outcomes. To echo a recent call to explore the underlying mechanisms and processes by which LMX exerts its influence on the employee outcomes [3], the present study also aims to examine the indirect effects of LMX on work-family enrichment through work engagement. These ideas are graphically summarized in Figure 1.…”

“…Despite these established findings, less attention has been paid to the potential linkage between LMX and work engagement. Engagement is a functional form of work involvement that is positively related to important outcomes such as job performance, commitment, and health [3]. Therefore, it is important to understand the association between LMX and work engagement.…”

Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiais

“…In this perspective, trust in leadership emerges and is operationally described as a process of social exchange (Whitener et al, 1998), assuming centrality, since the LMX theory has been properly defined as a process of trust building (Bauer and Green, 1996;Liden, Wayne and Stilwell, 1993;Scandura and Pellegrini, 2008). Empirical studies developed under this theoretical perspective point to trust in the leader as one of the main factors related to organizational performance (Martin et al, 2016;Banks et al, 2014) and reveal some critical factors as antecedents of trust in the leader. For example, Dirks and Ferrin (2002) conducted a meta-analysis to understand the critical factors in the relationship of trust in the leader, and among the antecedent variables of trust, those that presented the greatest relation, are the transformational leadership style (involving affective elements in the relation), the perception of justice (interactional, procedural and distributive), and the perception of organizational support.…”

Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process

“…Therefore, it is unclear whether the affective dimension of the LMX-MDM has differential effects to the cognitive and behavioral dimensions (such as work performance, Martin, Guillaume, Thomas, Lee, & Epitropaki, 2015).…”