Development of Leader-Member Exchange: A Longitudinal Test
A longitudinal study examined the development of leader-member exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models. New subordinates (205) and their supervisors (112) provided the data that were used to test hypotheses s...
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| Veröffentlicht in: | Academy of Management journal 1996-12, Vol.39 (6), p.1538-1567 |
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| container_title | Academy of Management journal |
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| creator | Bauer, Talya N. Green, Stephen G. |
| description | A longitudinal study examined the development of leader-member exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models. New subordinates (205) and their supervisors (112) provided the data that were used to test hypotheses stating that dyadic gender and personality similarity, member performance, and leader delegation would be incrementally and cumulatively related to LMX development. Support was found for relationships between the quality of leader-member exchange and positive affectivity similarity, performance and delegation, but not for a relationship with gender similarity. In addition, it appears that good member performance may precede leader delegation. |
| doi_str_mv | 10.5465/257068 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0001-4273 |
| ispartof | Academy of Management journal, 1996-12, Vol.39 (6), p.1538-1567 |
| issn | 0001-4273 0000-1427 1948-0989 |
| language | eng |
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| source | Business Source Complete; Periodicals Index Online; Alma/SFX Local Collection |
| subjects | Decision making Delegation of authority Demography Employment contracts Gender Human relations Hypotheses Influence Leader-member exchange Longitudinal studies Managers Performance appraisal Personality Studies Subordinates Supervisors Variables |
| title | Development of Leader-Member Exchange: A Longitudinal Test |
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