Results 141 to 150 of about 2,768 (184)

Boundaryless LMX: Examining LMX's Impact on External Career Outcomes and Alumni Goodwill

Personnel Psychology, 2016
Research has convincingly shown that leader–member exchange (LMX) is associated with a range of beneficial outcomes for employees within organizations. As employees increasingly pursue boundaryless careers that straddle multiple organizations, it is important to ask: Do advantages from LMX extend beyond the current organization and persist even after ...
Sumita Raghuram, Ravi Shanker Gajendran, Xiangmin Liu, Deepak Somaya   +3 more
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Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries.

Journal of Applied Psychology, 2012
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational ...
Thomas Rockstuhl, James H. Dulebohn, Soon Ang, Lynn M. Shore   +3 more
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The Role of LMX and LMX Differentiation in Guiding Successful ISD Team Outcomes

Journal of Information and Computational Science, 2013
Over the past few decades, a great deal of research has been conducted to examine the complex relationship between leadership and team outcomes. However, little empirical study has investigated this relationship from the dynamic perspective, especially under the context of Information System Development (ISD) teams.
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LMX Incubator: Social Causes and Consequences of LMX (Relative, Differentiation, Comparison, Affect)

Academy of Management Proceedings, 2019
Leader-Member Exchange (LMX) has been studied for over 40 years in the Management literature and scholars have repeatedly demonstrated its relevance and importance in the organizational context sho...
Herman Tse, Smriti Anand, Daejeong Choi, Olga Epitropaki, Jiaqing Sun, Ashlea Troth, Prajya Rakshit Vidyarthi, John Byron Bingham, Amy E. Colbert, Leslie Graham, Gang Wang, Siting Wang, Haoying Xu, Yuyan Zheng   +13 more
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The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

Journal of Occupational and Organizational Psychology, 2011
While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in ...
Greg J. Sears, Rick D. Hackett
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Integrating LMX Components: How LMX Components Interactively Influence Justice and Deviance

Academy of Management Proceedings, 2019
Leaders generally differentiate followers, for example, by providing some with more respect, trust, support, or information than others (Liden & Graen, 1980).
LIU, Yuchuan, GREGURAS, Gary John, CHINTAKANANDA, Kraivin   +2 more
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The Determinants Of The Lmx Exchange

2005
Abstract This chapter examines the heritability of leadership from the leader-member exchange (LMX) perspective. We identify several individual difference variables that have been linked to perceptions of leadership and leadership effectiveness and summarize literature that has demonstrated their genetic bases in an effort to examine ...
Satoris S. Youngcourt, Zhen Zhang, Richard D. Arvey   +2 more
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The Joint Effects of Performance-based LMX differentiation and LMX Quality on Employee Performance

Academy of Management Proceedings, 2015
We propose a multi-level theoretical framework within which we identify transformational leadership as the primary factor to influence service performance arising from the underlying mechanism of l...
Liang-Chieh Weng, Wen-ching Chang
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Revisiting the “give and take” in LMX

Personnel Review, 2018
PurposeDrawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and two types of organizational citizenship behavior (OCB): affiliative and change-oriented OCB.
Yu Han, Greg Sears, Haiyan Zhang
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Beyond LMX Quality

In this chapter, we provide a discussion of the typical way LMX is conceptualized and measured along a bipolar continuum from low- to high-quality. We contrast this approach with research outside of the workplace which views relationships in a more complex way. Specifically, such research demonstrates that alongside positive and negative relationships,
Allan Lee, Geoff Thomas
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