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Leader behavior and LMX: a constructive replication

Leader behavior and LMX: a constructive replication Purpose – The purpose of this paper is to determine if the relationships found between a leader's behavior and the quality of the exchange relationship with a subordinate can be replicated using a different measure of leader‐member exchange (LMX) and a different sample. Design/methodology/approach – The paper reports the result of a survey study with a sample of 239 employees who rated specific behaviors of their manager and the quality of the LMX relationship. Findings – In a regression analysis that included several other important leader behaviors, supporting, delegating, and leading by example were statistically significant predictors of LMX. Research limitations/implications – The findings suggest that the positive relationship found in several earlier studies between LMX and a broad measure of transformational leadership was not interpreted correctly. Practical implications – The results from this study identify specific leader behaviors that are likely to be useful for developing a stronger exchange relationship with individual subordinates. Social implications – The leader behaviors identified in the present study also have clear implications for the effectiveness of top executives and political leaders. Originality/value – More types of leadership behavior were measured than in earlier LMX studies, the limitations of broadly‐defined behaviors were avoided, and a different measure of LMX was used than in most prior studies on the relationship of leader behaviors to LMX. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Leader behavior and LMX: a constructive replication

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References (40)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683941211199545
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to determine if the relationships found between a leader's behavior and the quality of the exchange relationship with a subordinate can be replicated using a different measure of leader‐member exchange (LMX) and a different sample. Design/methodology/approach – The paper reports the result of a survey study with a sample of 239 employees who rated specific behaviors of their manager and the quality of the LMX relationship. Findings – In a regression analysis that included several other important leader behaviors, supporting, delegating, and leading by example were statistically significant predictors of LMX. Research limitations/implications – The findings suggest that the positive relationship found in several earlier studies between LMX and a broad measure of transformational leadership was not interpreted correctly. Practical implications – The results from this study identify specific leader behaviors that are likely to be useful for developing a stronger exchange relationship with individual subordinates. Social implications – The leader behaviors identified in the present study also have clear implications for the effectiveness of top executives and political leaders. Originality/value – More types of leadership behavior were measured than in earlier LMX studies, the limitations of broadly‐defined behaviors were avoided, and a different measure of LMX was used than in most prior studies on the relationship of leader behaviors to LMX.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Feb 10, 2012

Keywords: United States of America, Leadership; Managers; Employees behaviour; Leader behaviour; Leader‐member exchange

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