Psychometric Properties of the Italian Version of the Leader Member Exchange Scale (LMX-7): A Validation Study

Abstract

For decades, scholars have studied leader–member exchange (LMX) relationships to understand and explain the effects of leadership on follower attitudes and performance outcomes within work settings. One available instrument to measure these aspects is the LMX-7 scale. This measurement has been widely used in empirical studies, but its psychometric properties have been poorly explored. The aim of this study was to test the psychometric characteristics (content, structural and construct validity, and reliability) of the Italian version of the LMX-7 scale and to support its cultural adaptation. We used a cross-sectional multi-center design. The forward–backward translation process was used to develop the Italian version of the scale. The scale was administered through an online survey to 837 nurses and nurse managers working in different settings. The factorial structure was tested using both exploratory and confirmatory factor analyses (EFA and CFA), and reliability was evaluated using Cronbach’s alpha. For the construct validity, we used hypothesis testing and differentiation by known groups. The Italian version of the LMX-7 scale presented one dimension. All the psychometric tests performed confirmed its validity and suggested its usefulness for future research.

Trust in the Leader, Organizational Commitment, and Nurses’ Intention to Leave—Insights from a Nationwide Study Using Structural Equation Modeling

“…Our findings indicate that nurses who place trust in their leaders tend to foster heightened commitment towards their leader, team, and organization, thereby exhibiting a greater propensity to remain within the unit, the organization, and the profession. Our model did not delve into the specifics of managerial leadership style; nevertheless, irrespective of the typology of leadership, nurturing trust within the team emerges as a pivotal factor for enhancing employees’ work engagement [ 36 ] and overall well-being [ 13 , 18 ]. Increasing awareness among top and middle managers about the significance of cultivating trusting relationships between managers and nurses to promote a harmonious work environment is vital.…”

“…This emphasizes the essential role of nurse managers within healthcare organizations and their power, which helps in building quality relationships and stimulating nurses’ organizational commitment and retention. Studies in the literature report that in organizations characterized by a prevailing atmosphere of trust, team members feel safe [ 36 ], valued, respected, and supported [ 11 , 19 ], and they also work collaboratively, share knowledge and information [ 51 ], improve decision making and performance, reduce time wasting and costs, and increase organizational efficiency [ 16 , 19 ]. Moreover, trustful relationships serve as a potent catalyst for nurse retention, potentially mitigating, to some degree, workload and other environmental factors in fostering stable teams and engaged nurses.…”

“…According to SET, positive leadership styles and actions (behavior) will elicit (action/reaction) increased trust (behavior) from followers, which, in turn, prompts positive behavioral responses such as enhanced organizational commitment (response) and reduced turnover intentions (response). Empirical research, as previously described, indicates that trust and the quality of leader–member exchange (LMX) are critical organizational factors that impact followers’ reactions and responses regarding work attitudes and performance outcomes [ 36 ].…”

“…In an effort to contribute to the understanding of the relationships between Italian nurses and nurse manager samples, a research team is exploring various connections between nurse manager leadership and nurses’ outcomes [ 36 , 37 , 38 ]. In this study, we aimed to investigate whether trust in the leader could be understood as an expected behavior within the framework of social exchange theory, with organizational commitment serving as both a potential response to the leader’s trustful behavior and as an antecedent of nurses’ intention to leave.…”

Assessment of the Psychometric Characteristics of the Italian Version of the Nurse Manager Actions Scale

“…Nurse manager actions encompass the activities and functions undertaken by a nurse manager to ensure the effective operation of the department and the delivery of high-quality patient care by influencing others toward achieving a common goal [ 14 ]. Advancing the understanding of nursing leadership and examining the dynamics of nurse manager actions and their potential interplay with other leadership characteristics [ 20 ] is key to improving nurses’ professional autonomy.…”