Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices

Schriesheim, Chester A.; Castro, Stephanie L.; Cogliser, Claudia C.

doi:10.1016/s1048-9843(99)80009-5

Cited by 615 publications

(564 citation statements)

References 129 publications

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“…Each branch manager was asked to provide his or her own ratings of the relationship with each of his or her individual subordinates within the branch. This measurement is consistent with the past LMX research, which conceptualizes and assesses LMX as a dyadic individual-level variable for analytical purposes (see Schriesheim, Castro, & Cogliser, 1999).Sample items included "To what extent do you understand work problems and needs of the employee" and "To what extent do you recognize the potential of the employee". The alpha reliability for this scale was .87.…”

Section: Leader-member Exchangementioning

confidence: 73%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

236

175

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This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the individual level, leader-member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team-member exchange (TMX) and mediated the LMX-TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong.

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Section: Leader-member Exchangementioning

confidence: 73%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

236

175

View full text Add to dashboard Cite

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“…Building on existing theory (e.g., Bandura, 1986;Schneider, 1975), I argue that psychological and work group climate signal the preferred achievement orientation and compel group members to adopt a commensurate state goal orientation. I incorporate the concept of LMX-that is, the quality of exchange relationship between the work group leader and a particular employee (Schriesheim, Castro, & Cogliser, 1999)-as an individual-level moderating process that provides a MS# 2003 means to clarify leader cues in creating group members' psychological climate and internalize these cues in state goal orientation emergence.…”

Section: Understanding the Emergence Of State Goal Orientation In Orgmentioning

confidence: 99%

Understanding the Emergence of State Goal Orientation in Organizational Work Groups: The Role of Leadership and Multilevel Climate Perceptions.

Dragoni

2005

Journal of Applied Psychology

301

358

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This paper attends to a broad range of practically significant employee motivations and provides insight into how to enhance individual-level performance by examining individual-level state goal orientation emergence in organizational work groups. Leadership and multilevel climate processes are theorized to parallel each dimension of state goal orientation to cue and ultimately induce the corresponding achievement focus among individual work group members. It is argued that the patterns of leader behavior, which elucidate the leader's achievement priority, shape group members' psychological and work group climate to embody this priority. Resulting multilevel climate perceptions signal and compel group members to adopt the ascribed form of state goal orientation. The quality of the leader-member exchange (LMX) relationship is viewed as a means to clarify leader messages in the formation of group members' psychological climate and internalize these cues in the emergence of state goal orientation. Considerations for future research and practice are discussed. AbstractThis paper attends to a broad range of practically significant employee motivations and provides insight into how to enhance individual-level performance by

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“…Feedback is information on a person's (or a team's) performance, and consists of what someone is doing or has done, and how well they are doing or have done it (Sims et al 1976;Schriesheim et al 1999). It is important to receive feedback in order to permit a team to maintain behaviour that will allow it to meet targets.…”

Section: Leadership and Performance Of Teamsmentioning

confidence: 99%

“…Hypothesis 2.5 is therefore supported by this study. The literature points to the importance of providing employees with feedback or information about how well the team is performing (Sims et al 1976;Schriesheim et al 1999). This study confirms this conclusion: awareness of performance is associated with actual performance.…”

Section: Role Of the Team Leadermentioning

confidence: 99%

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

Schaveling

Blaauw²,

Montfort

2017

J Police Crim Psych

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The Netherlands' Ministry of Security and Justice has agreed on performance targets with the country's police departments. Introducing the targets created a shift to controlling performance in team management focus. This empirical study of police teams in Utrecht in the Netherlands (N = 134) focuses on the influence of leadership style, gender and psychosocial team factors when teams are required to achieve agreed performance objectives. We address calls in the literature for more research into (objective) measures relating to effective police leadership and existing (police) management practices. Gender homogeneity, a combination of charismatic, empowering and transactional leadership styles, and team members' awareness of team achievements were found to be relevant. The practical implications of these results are discussed.

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Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices

Cited by 615 publications

References 129 publications

A multi-level analysis of team climate and interpersonal exchange relationships at work

A multi-level analysis of team climate and interpersonal exchange relationships at work

Understanding the Emergence of State Goal Orientation in Organizational Work Groups: The Role of Leadership and Multilevel Climate Perceptions.

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

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