1960 tango instrumental performance
Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 17, 246–257.Ĭogliser, C.
Leader-member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes.
San Francisco: Jossey-Bass Inc.īoies, K., & Howell, J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations (pp. Within-group agreement, non-independence, and reliability. Journal of Applied Psychology, 90, 468–482.īlau, P. The role of change in the relationship between commitment and turnover: A latent growth modeling approach. Journal of Applied Psychology, 91, 298–310.īentein, K., Vandenberg, R., Vandenberghe, C., & Stinglhamber, F. A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development. Journal of Applied Social Psychology, 27, 477–499.īauer, T. Leader-member exchange and transformational leadership: An empirical examination of innovative behaviors in leader-member dyads. Leader-member exchange, feelings of energy, and involvement in creative work. We add value by developing theory on the effects of LMX alignment and misalignment on employee outcomes, and we address methodological issues, such as treating LMX as a continuous variable, while testing for the alignment/misalignment effects.Ītwater, L., & Carmeli, A. Additionally, in misalignment, the leader’s perspective of the quality of the relationship is more relevant than the member’s perspective in influencing employee innovative performance. Given the mixed results from previous research, our study suggests that LMX alignment enhances understanding of employee outcomes, relative to examining leader or subordinate LMX perceptions alone. In misalignment, the leaders’ positive perceptions rather than members’ perceptions of LMX explain employee innovative performance whereas LMX misalignment effects on affective commitment and turnover were not significant.
Results demonstrate that employee outcomes are related to the degree to which leader and subordinate perceptions of LMX are aligned, after controlling for individual-level effects. We utilized hierarchical linear modeling (HLM) and polynomial regression and employed response surface methodology to illustrate the relationships. We tested our hypothesized model on a sample of 206 employees in 35 groups. We also investigated misalignment, specifically, whether leader or member assessment of LMX shapes employee outcomes. Drawing on social exchange theory, we examined whether alignment in leader and member assessment of the exchange relationship (i.e., similar perceptions of the quality of exchange in the relationship) impacts employee affective commitment, innovative performance, and turnover. We tested a model that focuses on leader and member perceptions of exchange in the LMX relationship.