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Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations.
This approach views trust- and respect-based relationships as the cornerstone of leadership.
LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
List of contents
- Part One: Foundations of Leader-Member Exchange (LMX)
- 1. Introduction to This Handbook
- Talya N. Bauer and Berrin Erdogan
- 2. Leader-Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership Theory
- David V. Day and Darja Miscenko
- 3. LMX Measurement
- Robert C. Liden, Junfeng Wu, Aarn Xiaoyun Cao and Sandy J. Wayne
- 4. Leader-Member Exchange (LMX) from the Resource Exchange Perspective: Beyond Resource Predictors and Outcomes of LMX
- Jared C. Law-Penrose, Kelly Schwind Wilson and David Taylor
- 5. Leader-Member Exchange and Justice
- Suzanne S. Masterson and Marcia L. Lensges
- Part Two: Antecedents of LMX
- 6. How and Why High Leader-Member Exchange (LMX) Relationships Develop: Examining the Antecedents of LMX
- Jennifer D. Nahrgang and Jungmin Jamie Seo
- 7. Leader and Follower Personality and LMX
- Brigit Schyns
- Part Three: Consequences of LMX
- 8. LMX and Work Attitudes: Is There Anything Left Unsaid or Unexamined?
- Olga Epitropaki and Robin Martin
- 9. Leader-Member Exchange and Performance: Where We Are and Where We Go from Here
- Fadel K. Matta and Linn Van Dyne
- 10. LMX and Creativity
- Pamela Tierney
- 11. Leader-Member Exchange from a Job-Stress Perspective
- Sabine Sonnentag and Alexander Pundt
- 12. Leader-Member Exchange and Emotion in Organizations
- Herman H. M. Tse, Ashlea C. Troth and Neal M. Ashkanasy
- 13. Leader-Member Exchange and Newcomer Adjustment
- Le Zhou and Mo Wang
- 14. Consequences of High LMX: Career Mobility and Success
- Maria L. Kraimer, Scotte E. Seibert and Stacy L. Astrove
- Part Four: LMX Beyond the Dyad
- 15. LMX Differentiation: Understanding Relational Leadership at Individual and Group Levels
- Smriti Anand, Prajya R. Vidyarthi, and Hae Sang Park
- 16. Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research
- Raymond T. Sparrowe and Cècile Emery
- 17. Leader-Member Exchange and Organizational Culture and Climate
- Vicentè González-Romá
- Part Five: Issues in LMX
- 18. "Good" Leadership: Using Corporate Social Responsibility to Enhance Leader-Member Exchange
- Drew B. Mallory and Deborah E. Rupp
- 19. Relational Leadership through the Lens of International LMX Research
- Ekin K. Pellegrini
- 20. Diversity and LMX Development
- Caren Goldberg and Patrick F. McKay
- 21. Does Age Matter to LMX and Its Outcomes? A Review and Future Research Directions
- Donald M. Truxillo and Gabriela Burlacu
- 22. Wrap Up and Future Research Directions
- Berrin Erdogan and Talya Bauer
About the author
Talya N. Bauer (Ph.D., Purdue University) is Cameron Professor of Management at Portland State University, and Berrin Erdogan (Ph.D., University of Illinois at Chicago) is Professor of Management at Portland State University. Both are fellows of the Society for Industrial and Organizational Psychology and the American Psychological Association, and are well-known scholars in the area of leader-member exchange (LMX). Since 1996 they have been engaged in understanding how LMX relationships form, develop, and evolve. In addition, they have examined important boundary conditions related to understanding LMX. Bauer is Associate Editor for the Journal of Applied Psychology and Erdogan is Associate Editor for Personnel Psychology.
Summary
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership.
LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
