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Influence of leader behaviors on the leader‐member exchange relationship

Influence of leader behaviors on the leader‐member exchange relationship Purpose – Many studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX. Design/methodology/approach – This paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship. Findings – Four of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspects. Originality/value – The present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Influence of leader behaviors on the leader‐member exchange relationship

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References (27)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940910952697
Publisher site
See Article on Publisher Site

Abstract

Purpose – Many studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX. Design/methodology/approach – This paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship. Findings – Four of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspects. Originality/value – The present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: May 1, 2009

Keywords: Leadership; Management skills and qualities; Behaviour

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