LMX differentiation, diversity, and group performance
Purpose The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating e...
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| Veröffentlicht in: | Career development international 2017-05, Vol.22 (2), p.106-123 |
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| container_title | Career development international |
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| creator | Lee, Kihyun Chae, Yeon Joo |
| description | Purpose
The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.
Design/methodology/approach
Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.
Findings
The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.
Originality/value
This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship. |
| doi_str_mv | 10.1108/CDI-11-2015-0154 |
| format | Article |
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The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.
Design/methodology/approach
Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.
Findings
The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.
Originality/value
This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.</description><identifier>ISSN: 1362-0436</identifier><identifier>EISSN: 1758-6003</identifier><identifier>DOI: 10.1108/CDI-11-2015-0154</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Attitudes ; Behavior ; Career Development ; Careers ; Communication ; Creativity ; Effectiveness ; Equal rights ; Equality ; Hypotheses ; Individualized Instruction ; Influence ; Leader-member exchange ; Leadership ; Quality ; Researchers ; Roles ; Studies ; Theory</subject><ispartof>Career development international, 2017-05, Vol.22 (2), p.106-123</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2017</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c1159-d8196ad68a3e533e42ae1f7a68f8c5771756725dfa6c7271c93f3ab3723cba8b3</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/CDI-11-2015-0154/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,967,11635,21695,27924,27925,52689,53244</link.rule.ids></links><search><creatorcontrib>Lee, Kihyun</creatorcontrib><creatorcontrib>Chae, Yeon Joo</creatorcontrib><title>LMX differentiation, diversity, and group performance</title><title>Career development international</title><description>Purpose
The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.
Design/methodology/approach
Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.
Findings
The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.
Originality/value
This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.</description><subject>Attitudes</subject><subject>Behavior</subject><subject>Career Development</subject><subject>Careers</subject><subject>Communication</subject><subject>Creativity</subject><subject>Effectiveness</subject><subject>Equal rights</subject><subject>Equality</subject><subject>Hypotheses</subject><subject>Individualized Instruction</subject><subject>Influence</subject><subject>Leader-member exchange</subject><subject>Leadership</subject><subject>Quality</subject><subject>Researchers</subject><subject>Roles</subject><subject>Studies</subject><subject>Theory</subject><issn>1362-0436</issn><issn>1758-6003</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2017</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNpdUE1LxDAUDKLgunr3WPC6cfOS5qNHqV8LFS8K3sJrmkiX7YdpV9h_b2Q9eXjMY5g3bxhCroHdAjCzLu83FIByBpKmyU_IArQ0VDEmTtMuFKcsF-qcXEzTlrF0xOWCyOrlI2vaEHz0_dzi3A79KhHfPk7tfFhl2DfZZxz2Yzb6GIbYYe_8JTkLuJv81R8uyfvjw1v5TKvXp015V1EHIAvaGCgUNsqg8FIIn3P0EDQqE4yTWqeASnPZBFROcw2uEEFgLTQXrkZTiyW5OfqOcfja-2m222Ef-_TSgikky4HJIqnWR5XvfMRdY8fYdhgPFpj97cb-70b8ADosVIw</recordid><startdate>20170508</startdate><enddate>20170508</enddate><creator>Lee, Kihyun</creator><creator>Chae, Yeon Joo</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7RQ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8FK</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>DWQXO</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PQBIZ</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope><scope>U9A</scope></search><sort><creationdate>20170508</creationdate><title>LMX differentiation, diversity, and group performance</title><author>Lee, Kihyun ; Chae, Yeon Joo</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c1159-d8196ad68a3e533e42ae1f7a68f8c5771756725dfa6c7271c93f3ab3723cba8b3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2017</creationdate><topic>Attitudes</topic><topic>Behavior</topic><topic>Career Development</topic><topic>Careers</topic><topic>Communication</topic><topic>Creativity</topic><topic>Effectiveness</topic><topic>Equal rights</topic><topic>Equality</topic><topic>Hypotheses</topic><topic>Individualized Instruction</topic><topic>Influence</topic><topic>Leader-member exchange</topic><topic>Leadership</topic><topic>Quality</topic><topic>Researchers</topic><topic>Roles</topic><topic>Studies</topic><topic>Theory</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Lee, Kihyun</creatorcontrib><creatorcontrib>Chae, Yeon Joo</creatorcontrib><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>Career & Technical Education Database</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>ProQuest Central Korea</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>Research Library</collection><collection>Research Library (Corporate)</collection><collection>ProQuest One Business</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Career development international</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Lee, Kihyun</au><au>Chae, Yeon Joo</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>LMX differentiation, diversity, and group performance</atitle><jtitle>Career development international</jtitle><date>2017-05-08</date><risdate>2017</risdate><volume>22</volume><issue>2</issue><spage>106</spage><epage>123</epage><pages>106-123</pages><issn>1362-0436</issn><eissn>1758-6003</eissn><abstract>Purpose
The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.
Design/methodology/approach
Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.
Findings
The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.
Originality/value
This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/CDI-11-2015-0154</doi><tpages>18</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1362-0436 |
| ispartof | Career development international, 2017-05, Vol.22 (2), p.106-123 |
| issn | 1362-0436 1758-6003 |
| language | eng |
| recordid | cdi_proquest_journals_1895041059 |
| source | Emerald Journals; Standard: Emerald eJournal Premier Collection |
| subjects | Attitudes Behavior Career Development Careers Communication Creativity Effectiveness Equal rights Equality Hypotheses Individualized Instruction Influence Leader-member exchange Leadership Quality Researchers Roles Studies Theory |
| title | LMX differentiation, diversity, and group performance |
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