Self-other rating agreement and leader-member exchange (LMX): a quasi-replication

Data from a sample of 83 elected community leaders and 391 direct-report staff (resulting in 333 useable leader-member dyads) were reanalyzed to test relations between self-other rating agreement of servant leadership and member-reported leader-member exchange (LMX). Polynomial regression analysis indicated that the self-other rating agreement model was not statistically significant. Instead, all of the variance in member-reported LMX was accounted for by the others' ratings component alone.     

Coworker exchange: relationships between coworkers,leader-member exchange,and work attitudes

The study of leadership exchanges is extended by studying both leader-member exchanges (LMXs) and coworker exchanges (CWXs). Data from 110 coworker dyads were used to examine relationships between LMXs and CWXs and between exchange relationships and work attitudes. As predicted, the interaction between 2 coworkers' LMX scores predicted CWX quality for the coworker dyad. Also, after controlling for LMX, greater diversity in a worker's CWX relationships was negatively related to his or her organizational commitment but not job satisfaction. The quality of a worker's CWX relationships, however, did not moderate the relationship between CWX diversity and work attitudes.     

Personal and task-related moderators of leader-member exchange among software developers

Although earlier studies have shown significant positive relationships between leader-member exchange (LMX) and its outcomes, they have also noted that the effect sizes of these relationships have been modest and heterogeneous. Addressing numerous calls for future studies that examine potential moderators of the LMX-job performance and LMX-job satisfaction relationships and utilizing a multidomain perspective, this study tests the moderating roles of personal (i.e., locus of control) and task-related (i.e., task autonomy) factors on these relationships. The results of an empirical study with a sample of 287 software developers and 164 supervisors participating at a large international information technology exhibition indicated that the LMX-job performance relationship was stronger when employees' locus of control was internal as opposed to when it was external. In addition, it was stronger when task autonomy was high as opposed to when it was low. Moreover, the results suggested that the LMX-job satisfaction relationship was stronger when task autonomy was high as opposed to when it was low. Finally, contrary to theoretical expectations, employees' locus of control did not moderate the LMX-job satisfaction relationship. (PsycINFO Database Record (c) 2008 APA, all rights reserved).     

Predicting employee turnover from performance,satisfaction, and leader-member exchange

As part of a study of the role of supervision in, predicting turnover, 105 nurses provided confidential data on leader-member exchange and satisfaction with supervision, while their supervisors provided performance evaluation information. Although results reaffirmed an inverse correlation between employee performance and turnover (r=–.23p<.05), only directional support was obtained for the hypothesis that performance moderates the relationship between satisfaction with supervision and turnover. Turnover was also not found to be curvilinearly related to performance. Additionally, the, results did not replicate an earlier finding that leader-member exchange is a strong predictor of empolyee turnover. The results are interpreted as underscoring the difficulty of predicting turnover from affect, and the need to, develop refined theoretical models that specifically link these constructs.     

Perceptions of leader-member exchange: comparison of permanent and temporary employees

This study was done to explore how perceived scores for leader-member exchange varies among temporary employees and permanent employees. Study of 158 subordinates indicated no significant difference between the two member groups.     

Self-determination at work: Understanding the role of leader-member exchange

Integrating self-determination theory (SDT) and leader-member exchange (LMX) theory, we explore the role of the leader in facilitating employee self-determination. We test a model of the linkages between employees’ leader-member exchanges, psychological need satisfaction (i.e., satisfaction of autonomy, competence, and relatedness needs), autonomous motivation, and attitudinal outcomes. We posit that high-quality leader-member exchanges facilitate satisfaction of employees’ fundamental psychological needs, which, in turn, enhance autonomous motivation and outcomes. Results for 283 working professionals supported this notion. Structural equation modeling indicated that the employee’s perception of the quality of the LMX was positively related to satisfaction of the needs for competence, autonomy, and relatedness. Satisfaction of competence and autonomy needs was positively related to autonomous motivation, which, in turn, was associated with higher levels of job satisfaction, affective organizational commitment, and subjective vitality. Our findings accentuate the role of leader-employee relationships in creating self-determination at work, and reinforce the importance of self-determination for employee attitudes and well-being. Limitations, implications, and directions for future research are discussed.     

The interactive effect of leader-member exchange and communication frequency on performance ratings

The authors tested the hypothesis that communication frequency moderates the relationship between leader-member exchange (LMX) and job-performance ratings. In a study of 188 private sector workers, they found that LMX was more strongly related to job-performance ratings among individuals reporting frequent communication with the supervisor than among those reporting infrequent communication. At high levels of LMX, workers reporting frequent communication with the supervisor received more favorable job-performance ratings than did workers reporting infrequent communication. In contrast, at low levels of LMX, workers reporting frequent communication with the supervisor received less favorable job-performance ratings than workers reporting infrequent communication. The authors conducted a 2nd study of 153 public sector workers to provide a constructive replication and found similar results.     

Employee resistance to organizational change: managerial influence tactics and leader-member exchange

The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange.     

The mediating effect of leader-member exchange between strengths use and work engagement

This study investigated the mediating effect of leader-member exchange (LMX) (as perceived by subordinates) in the relationship between strengths use and work engagement. Participants numbered 213 employees in a South African financial organisation (females=53.10%, blacks=19.40%). Data on their perceptions of LMX, strengths use and work engagement were collected with the LMX-7, SUDIQ and UWES-17. Structural equation modelling methods with bootstrapping were used to determine the role of LMX in the relationship between strengths use and work engagement. Findings showed that perceived organisational support for strengths use (POSSU) had a positive relationship with both LMX and work engagement, and that LMX had a positive relationship with work engagement. Furthermore, LMX mediated the relationship between POSSU and work engagement, indicating the important role of high quality leader- member exchange in organisations.     

Associations between rating content and self-other agreement in multi-source feedback

In a study of the ratings of managers' behaviour made by themselves, their supervisors, subordinates, and peers, it was found that degree of similarity between self-ratings and ratings by colleagues was significantly associated with three aspects of rating content: the observability of a behaviour, its desirability, and the degree to which it concerned technical rather than interpersonal activities. However, these associations with rating content depended on which of two indices of between-rater similarity was studied, in terms of either the correlation or the difference between ratings. The desirability of behaviour more influenced correlation measures of similarity, and the type of behaviour had more influence on difference scores: managers over-rated their interpersonal activities but not their technical effectiveness.     

Self-other agreement in personality and affectivity: the role of acquaintanceship, trait visibility, and assumed similarity

Self- and other-ratings on the Big Five and a comprehensive inventory of trait affect were obtained from 74 married couples, 136 dating couples, and 279 friendship dyads. With the exception of Surprise, all scales showed significant self-other agreement in all 3 samples, thereby establishing their convergent validity. Consistent with the trait visibility effect, however, the Big Five consistently yielded higher agreement correlations than did the affectivity scales. Conversely, the affective traits consistently showed stronger evidence of assumed similarity (i.e., the tendency for judges to rate others as similar to themselves) than did the Big Five. Cross-sample comparisons indicated that agreement was significantly higher in the married sample than in the other 2 groups; however, analyses of 3 potential moderators in the dating and friendship samples failed to identify the source of this acquaintanceship effect.     

The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.     

Assumptions of agreement and familiarity on the abbreviated conners teachers rating scale

Implicit in the development and use of the Conners' scales are the assumptions that the raters will agree upon their rating of hyperactivity regardless of a lack of operational defitions of items in such scales, and that the cut-off score (1.5) for ADHD should be higher in cases where the rater has some familiarity with the clinical case. This study describes a method for the evaluation of both assumptions. Seven children were rated by nursing staff and school teachers using the Abbreviated Conners Teachers Rating Scale (ACTRS) daily. Observations were conducted during the 7 a.m.-3 p.m. and 3 p.m.–7 p.m. shifts in order to provide two separate scores across raters. The results supported the assumption of agreement within (for example nurses' ratings during the 7 a.m.–3 p.m. period) and between (i.e. nurses' ratings versus teachers' ratings) settings. The results did not support the assumption of familiarity: scores during early observations were similar to the scores during later observations (when more familiarity with the clinical case is assumed). It was concluded that familiarity with the clinical case does not necessarily lead to higher scores (i.e. a better prediction of hyperactivity as a function of the rater's familiarity with the case) on the ACTRS. Agreements within and between observers could be a function of the raters' agreement in terms of using a specific cut-off point (i.e. 1.5) in their definition of a case as ‘hyperactive’, rather than the raters' agreement on reporting similar scores across observers.     

The implications of perceived leader favouritism in the context of leader-member exchange relationships

Leader-member exchange (LMX) theory suggests that supervisors have relatively high-quality exchange relationships with some employees and relatively low-quality relationships with others. Prior investigations indicate that employees who have high-quality LMX relationships with their supervisors benefit in terms of more positive work attitudes and higher performance than those who do not. However, when employees feel like their supervisors are favouring some employees over others, it is likely to undermine the positive effects of LMX (even among employees who have high-quality exchanges with their supervisor). Using data from 305 employees and their coworkers, we found that the positive effects of LMX (regarding organizational citizenship behaviour, withdrawal behaviour, and relative deprivation regarding one’s career) were weakened by perceived leader favouritism. Implications and directions for future research are discussed.     

Too much of a good thing: the curvilinear effect of leader-member exchange on stress

Organizational researchers have given considerable attention to the construct of leader-member exchange (LMX). Numerous studies have empirically supported the negative correlations between LMX relationships and unwanted individual outcomes, including stress. However, in the present study, the authors investigated whether the relationship is best represented as linear or curvilinear. The authors tested their research hypothesis in two organizational samples of 120 and 402 employees, respectively, and found support for the nonlinear relationship in both samples. The authors described strengths, limitations, practical implications, and directions for future research.     

Abusive supervision,leader-member exchange,and moral disengagement: A moderated-mediation model of organizational deviance

This paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.     

Self-other orientation and legislative behavior1

Self-esteem and self-complexity of first-term Maine legislators were assessed at the beginning of a legislative session, using Ziller's (1973) topological method. Peer ratings of the freshman members' promise and likeability, and measures of their legislative activity were collected. Legislators rated as successful by their colleagues were of two distinct self-other types: low self-esteem, high complexity, or high self-esteem, low complexity. These two types were termed the Pragmatist and the Ideologue, respectively. The distinctions implied by these labels were supported by analyses of activity and voting records. High complexity of the self-concept, interpreted here as defensiveness, seems to moderate the effects of self-esteem on political activity.