"Only Time will Tell: The Dynamics of LMX, Job Performance, and Justice"

Park, Sanghee; Sturman, Michael C.; Vanderpool, Chelsea; Chan, Elisa K.

doi:10.5465/ambpp.2013.12004abstract

Cited by 1 publication

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“…Based on a number of studies, LMX has a dynamic and developmental nature and the quality of relationship between a supervisor and his/her subordinate develops from low to high quality over time (Boyd and Taylor, 1998; Zhou and Schriesheim, 2010; Park et al , 2013). A practical framework for conceptualizing the LMX development process is the role episode model (Goldberg and McKay, 2015).…”

Section: Dynamic-lmx (Dlmx)mentioning

confidence: 99%

“…One of the under-researched aspects of the LMX theory is the dynamic nature of relationships. What we know so far is that the both types of lower-quality and higher-quality relationships will evolve over time (Boyd and Taylor, 1998; Zhou and Schriesheim, 2010; Park et al , 2013). Therefore, even though the dynamic nature of LMX has been discovered in previous research (Nahrgang et al , 2009); however, providing more evidence concerning the whole process of LMX is indispensable (i.e.…”

Section: Introductionmentioning

confidence: 99%

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Leader–member exchange in public organizations: a qualitative study

Salehzadeh¹

2019

IJPL

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Purpose The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory. Design/methodology/approach This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts. Findings The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX. Originality/value This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.

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Section: Dynamic-lmx (Dlmx)mentioning

confidence: 99%