Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

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Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA), and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge- sharing intentions.

Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.

http://www.cob.calpoly.edu/~eli/Class/p5.pdf

Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological factors, and organizational climate

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

The leader-member exchange (LMX) literature is reviewed using meta-analysis. Relationships between LMX and its correlates are examined, as are issues related to the LMX construct, including measurement and leader-member agreement. Results suggest significant relationships between LMX and job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. The relationship between LMX and actual turnover was not significant. Leader and member LMX perceptions were only moderately related. Partial support was found for measurement instrument and perspective (i.e., leader vs. member) as moderators of the relationships between LMX and its correlates. Meta-analysis showed that the LMX7 (7-item LMX) measure has the soundest psychometric properties of all instruments and that LMX is congruent with numerous empirical relationships associated with transformational leadership. Within the broad area of organizationa l leadership, leader-member exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes. First proposed by Graeri and colleagues (Dansereau, Cashman, & Graen, 1973; Dansereau, Graen, & Haga, 1975; Graen, 1976; Graen & Cashman, 1975), LMX is distinguished from other leadership theories by its focus on the dyadic relationship between a leader and a member. Unlike traditional theories that seek to explain leadership as a function of personal characteristics of the leader, features of the situation, or an interaction between the two, LMX is unique in its adoption of the dyadic relationship as the level of analysis. Although the theory has been modified and expanded

Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues

The quality of exchange relationships between work teams and their members was assessed for 103 manufacturing workers. Higher levels of team-member exchange quality, as well as of cohesiveness, sat...

Team-Member Exchange Under Team and Traditional Management: A Naturally Occurring Quasi-Experiment

A comparative examination was made of three alternative hypotheses (buffer, coping, no interaction) predicting job outcomes by job stress and social support. For role ambiguity, little evidence of ...

https://www.jstor.org/stable/pdfplus/255975.pdf

The Interaction of Job Stress and Social Support: A Strong Inference Investigation

The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange☆

Une analyse factorielle confirmatoire a ete realisee sur les echelles de conflit et d'ambiguite developpees par RIZZO, HOUSE et LIRTZMAN (1970) afin de verifier a l'aide de trois modeles factoriels differents a) si les deux echelles mesurent bien deux constructs differents comme elles le pretendent, b) si elles ne mesurent pas en fait un seul construct global qui les incluerait (par ex: le role du stress), c) si un modele factoriel plus complexe refletant un construct «role du stress» plus un facteur de second ordre ne serait pas plus approprie

Anson Seers

Papers

Team-Member Exchange Under Team and Traditional Management: A Naturally Occurring Quasi-Experiment

The Interaction of Job Stress and Social Support: A Strong Inference Investigation

The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange☆

Role conflict and role ambiguity: Do the scales measure these two constructs?

Predictors of organizational commitment: Variations across career stages☆