Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review
dc.contributor.author | Martin, R | |
dc.contributor.author | Thomas, G | |
dc.contributor.author | Legood, A | |
dc.contributor.author | Dello Russo, S | |
dc.date.accessioned | 2019-10-15T09:49:58Z | |
dc.date.issued | 2017-06-27 | |
dc.description.abstract | According to leader–member exchange (LMX) theory, leaders develop different quality relationships with followers in their team (termed LMX differentiation). An important theoretical question concerns how different LMX relationships within a team affect followers' work outcomes. This paper provides a critical review of the concept of LMX differentiation. We propose that the LMX differentiation process leads to patterns of LMX relationships that can be captured by 3 properties (central tendency, variation, and relative position). We describe a taxonomy illustrating the different ways these properties have been conceptualized and measured. We identify 2 approaches to LMX differentiation as being a “perspective of the team” (that are shared perceptions amongst team members) or a “perspective of the follower” (subjective perceptions unique to each follower). These perspectives lead to different types of measures that predict different outcomes at the individual and team levels. We describe theoretical models employed to explain the effects of LMX differentiation (justice, social comparison, and social identity theories). Generally, the lower the within-team variation in LMX or the more a team member's LMX is higher than the mean team LMX, the better are the work outcomes, but many moderators condition these effects. Finally, we identify some key areas for future research. | en_GB |
dc.identifier.citation | Vol. 39, pp. 151 - 168 | en_GB |
dc.identifier.doi | 10.1002/job.2202 | |
dc.identifier.uri | http://hdl.handle.net/10871/39202 | |
dc.language.iso | en | en_GB |
dc.publisher | Wiley | en_GB |
dc.rights | © 2017 The Authors. Journal of Organizational Behavior published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution‐NonCommercial‐NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made. | en_GB |
dc.subject | leadership | en_GB |
dc.subject | LMX | en_GB |
dc.subject | LMX differentiation | en_GB |
dc.title | Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2019-10-15T09:49:58Z | |
dc.identifier.issn | 0894-3796 | |
dc.description | This is the final version. Available from Wiley via the DOI in this record. | en_GB |
dc.identifier.journal | Journal of Organizational Behavior | en_GB |
dc.rights.uri | https://creativecommons.org/licenses/by-nc-nd/4.0/ | en_GB |
dcterms.dateAccepted | 2017-04-27 | |
rioxxterms.version | VoR | en_GB |
rioxxterms.licenseref.startdate | 2017-04-27 | |
rioxxterms.type | Journal Article/Review | en_GB |
refterms.dateFCD | 2019-10-15T09:46:21Z | |
refterms.versionFCD | VoR | |
refterms.dateFOA | 2019-10-15T09:50:03Z | |
refterms.panel | C | en_GB |
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Except where otherwise noted, this item's licence is described as © 2017 The Authors. Journal of Organizational Behavior published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution‐NonCommercial‐NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made.