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Follower characteristics and the perception of leader‐member exchange

Follower characteristics and the perception of leader‐member exchange Purpose – This study aims to focus on the perception of leader‐member exchange (LMX). It is assumed that the perceived quality of the relationship is not only related to the actual quality of the relationship, but also to followers' expectancies and preferences. However, little is known about person characteristics that are related to LMX perceptions. This study seeks to examine how far followers' leadership‐related characteristics (romance of leadership, idealised supervisor, need for leadership and dependence) are related to the perception of LMX. Design/methodology/approach – A sample of 588 Dutch employees from different professions filled in questionnaires on romance of leadership, idealised supervisor, need for leadership and dependence and their perception of LMX. Findings – Results indicate a positive relationship between need for leadership/dependence and the perception of LMX, thought not for romance of leadership/idealised supervisor and the perception of LMX. An interaction was found between idealised supervisor and dependence on the perception of LMX. Research limitations/implications – The study only focuses on four antecedents, although many others could have an effect on the perception of LMX. The study comprised a one‐dimensional assessment of LMX. For future research, a multi‐dimensional assessment is recommended. Practical implications – The results of this study imply that organisations need to address the expectations that followers have towards their leaders in order to avoid disappointments. Originality/value – This paper focuses on the perception of LMX and how follower characteristics are related to the perception of LMX. It extends prior research on the perception of leadership into LMX research. Similar to effect on the perception of leadership behaviour, effects on the perception of LMX are important to take into account when LMX is assessed through follower ratings in order to avoid making incorrect conclusions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Follower characteristics and the perception of leader‐member exchange

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References (43)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940810896330
Publisher site
See Article on Publisher Site

Abstract

Purpose – This study aims to focus on the perception of leader‐member exchange (LMX). It is assumed that the perceived quality of the relationship is not only related to the actual quality of the relationship, but also to followers' expectancies and preferences. However, little is known about person characteristics that are related to LMX perceptions. This study seeks to examine how far followers' leadership‐related characteristics (romance of leadership, idealised supervisor, need for leadership and dependence) are related to the perception of LMX. Design/methodology/approach – A sample of 588 Dutch employees from different professions filled in questionnaires on romance of leadership, idealised supervisor, need for leadership and dependence and their perception of LMX. Findings – Results indicate a positive relationship between need for leadership/dependence and the perception of LMX, thought not for romance of leadership/idealised supervisor and the perception of LMX. An interaction was found between idealised supervisor and dependence on the perception of LMX. Research limitations/implications – The study only focuses on four antecedents, although many others could have an effect on the perception of LMX. The study comprised a one‐dimensional assessment of LMX. For future research, a multi‐dimensional assessment is recommended. Practical implications – The results of this study imply that organisations need to address the expectations that followers have towards their leaders in order to avoid disappointments. Originality/value – This paper focuses on the perception of LMX and how follower characteristics are related to the perception of LMX. It extends prior research on the perception of leadership into LMX research. Similar to effect on the perception of leadership behaviour, effects on the perception of LMX are important to take into account when LMX is assessed through follower ratings in order to avoid making incorrect conclusions.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Sep 19, 2008

Keywords: Leadership; Employee exchanges; Influence; Perception; Personality; The Netherlands

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