Development of leader-member exchange: a longitudinal test
Article Abstract:
This longitudinal study examines 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 (n=205) and their supervisors (n=112) provided 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. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1996
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Implicit theories, self-schemas, and leader-member exchange
Article Abstract:
This study examined the relation of cognitive factors (implicit theories, self-schemas, and perceived similarity) to liking and leader-member exchange (LMX) in a field setting. Perceived similarity significantly predicted LMX quality, with liking mediating this relationship. Supervisor-subordinate match on implicit performance theories, the normativeness of both subordinates' and supervisors' self-schemas, and subordinates' negative affectivity also predicted liking and LMX ratings. The theoretical and practical implications of these findings are discussed. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations
Article Abstract:
This study addressed the nature and functioning of relationship of interpersonal trust among managers and professionals in organizations, the factors influencing trust's development, and the implications of trust for behavior and performance. Theoretical foundations were drawn from the sociological literature on trust and the social-psychological literature on trust in close relationships. An initial test of the proposed theoretical framework was conducted in a field setting with 194 managers and professionals. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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