What About the Leader in Leader-Member Exchange? The Impact of Resource Exchanges and Substitutability on the Leader

Abstract

To date, leader-member exchange (LMX) research has primarily examined member outcomes, such as member attitudes and performance. However, little research exists regarding outcomes specific to the leader. Focusing on the leader-member dyad, we develop a framework of leader outcomes resulting from resource exchanges with members. We propose specific resource substitutes and discuss the impact of LMX quality on the leader.

Economic and social leader–member exchange relationships and follower performance

“…Relying on Shore et al's (2006) conceptualization, as well as other scholars applying social exchange theory to LMX relationships ( Coyle-Shapiro & Conway, 2004;Masterson, et al, 2000;Wayne, et al, 1997;Wilson, et al, 2010), we suggest that LMX relationships can be characterized as both social and economic.…”

“…One of two dominating theories used to explain the relationship between LMX and effective work behaviors is social exchange theory (Masterson, Lewis, Goldman, & Taylor, 2000;Walumbwa, et al, 2011;Wayne, et al, 1997;Wilson, Sin, & Conlon, 2010). Social exchange theory posits that LMX exerts its benefits by creating social exchange relationships between leaders and subordinates.…”

Resource orchestration in the context of knowledge resources acquisition and divestment. The empirical evidence from the Italian “Serie A” football

“…One of these streams concerns the Leader-Member exchange (LMX) literature (Foa & Foa, 1974;Schwind Wilson, Sin, & Conlon, 2010). More precisely, it would be quite relevant to assess whether the substitution of leading players (i.e., a leading team member)…”

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

“…On the other hand, low-quality LMX relationships are based on a formal employment contract without extra benefits or advantages provided by leaders to employees, whereby employees feel obligated to perform the tasks required by contract only. Studies also show that high-quality LMX relationships can lead to productivity, satisfaction, commitment, and openness to leaders' influence (Nystrom, 1990;Scandura & Graen, 1984;Wilson, Sin, & Conlon, 2010). The outcomes of high-quality LMX relationships can benefit both the leaders and employees where positive experiences that arise from LMX create a reciprocal and continued series of positive exchanges between the firm and employees (e.g., Kacmar, Bachrach, Harris, & Zivnuska, 2011;Wilson et al, 2010).…”