LMX differentiation: A multilevel review and examination of its antecedents and outcomes

被引：278
作者：
Henderson, David J. [1 ]
Liden, Robert C. [1 ]
Glibkowski, Brian C. [2 ]
Chaudhry, Anjali [3 ]
机构：
[1] Univ Illinois, Chicago, IL 60607 USA
[2] Stonehill Coll, Easton, MA 02357 USA
[3] St Xavier Univ, Chicago, IL USA
来源：
LEADERSHIP QUARTERLY | 2009年 / 20卷 / 04期
关键词：
Leadership; Leader-member exchange; Leader-member exchange differentiation; Multilevel; Meso-modeling; LEADER-MEMBER EXCHANGE; VERTICAL DYAD LINKAGE; PERCEIVED ORGANIZATIONAL SUPPORT; SOCIAL-EXCHANGE; TASK INTERDEPENDENCE; PROCEDURAL JUSTICE; GOAL COMMITMENT; PERFORMANCE; QUALITY; MODEL;
D O I：
10.1016/j.leaqua.2009.04.003
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
We examine antecedents and outcomes of leader-member exchange (LMX) differentiation, or the variability in LMX patterns within work groups. Individual-level characteristics and behaviors of leaders and followers, group context, and organizational context variables are presented as antecedents. We review and offer theoretical extensions to research examining the outcomes of LMX differentiation at the individual, group, and organizational levels. Our aim is to contribute to a meso-model of leadership and stimulate research that attends to the core element of the LMX model-LMX differentiation. (C) 2009 Elsevier Inc. All rights reserved
引用
收藏
页码：517 / 534
页数：18
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