领导-部属交换对领导和部属工作结果的双向影响机制

首先回顾了领导-部属交换的定义及国内外相关实证研究。然后,从双向、社会交换、跨文化和交换网络视角,论述了中国企业的领导-部属交换对领导和部属工作结果的双向影响机制研究：（1）从领导和部属双向视角,研究领导-部属交换对领导和部属工作结果的影响作用;（2）从社会交换理论视角,探索领导-部属交换分别对领导和部属产生影响作用的内在过程和机制;（3）从跨文化和交换网络视角,考察中国企业的领导-部属交换对领导和部属产生影响作用的个体和组织条件。在综述相关文献的基础上提出了明确的研究假设。最后,指出了领导-部属交换对领导和部属工作结果的双向影响机制研究的未来趋势。     

员工为什么乐于助人?多层次的领导–部属交换对帮助行为的影响

基于社会交换理论,以56名直属主管和274名下属的配对数据为样本,考察了多层次的领导–部属交换对个体和团队层次上的帮助行为的影响及作用过程。跨层次分析结果表明:(1)个体层次的人际公平中介了个体和团队层次的领导–部属交换对员工帮助行为的影响;(2)团队层次的人际公平氛围中介了团队平均领导–部属交换对个体和团队层次的帮助行为的影响;(3)领导–部属交换关系差异化对个体和团队层次的领导–部属交换与帮助行为之间的正向关系均具有显著的负向调节作用,即相对于较高的领导–部属交换关系差异化,较低的领导–部属交换关系差异化强化了个体和团队层次的领导–部属交换对帮助行为的影响。     

领导—部属交换对员工家庭贬损的影响研究：一个有调节的中介模型

关于领导-部属交换理论的研究主要集中在职场范围内,少有研究关注领导-部属交换对员工家庭生活的影响。本研究以工作家庭增益理论（Work-Family Enrichment Theory）、领导权变理论（Contingency Theory）为基础,构建了领导-部属交换、资源获取、负向情感特质和员工家庭贬损之间的关系模型。以成都市某银行的193名员工及员工配偶为样本对研究假设进行了实证性检验,研究结果表明:（1）领导-部属交换对员工家庭贬损具有负向的影响;（2）领导-部属交换对员工资源获取具有正向的影响;（3）员工资源获取对员工家庭贬损具有负向影响;（4）员工资源获取在领导-部属交换和家庭贬损之间起着完全中介的作用;（5）下属的负向情感特质越强,领导-部属交换对员工资源获取的直接影响以及对员工家庭贬损的间接影响就越强。     

中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析

以91项实证研究(92个独立样本, 33517名员工)为对象, 综合使用元分析、相对权重分析和结构方程技术, 考察了中国组织情境下领导方式的有效性问题。研究者从导向(行为-关系)和性质(积极-消极)两个方面, 选择了变革型、领导-部属交换和破坏型3种领导方式; 从产出类型(态度-行为)方面, 选择了下属工作满意度、情感承诺、留职意愿、任务绩效和组织公民行为5种有效性指标。结果表明：(1)变革型领导和领导-部属交换与员工积极性态度和行为正相关, 破坏型领导与员工积极性态度和行为负相关。(2)三种领导方式的有效性有所不同：在对下属态度的影响上, 领导-部属交换作用最强, 变革型领导次之, 破坏型领导最弱; 在对下属行为的影响上, 破坏型领导作用最强, 领导-部属交换次之, 变革型领导最弱。(3)关系导向领导方式在行为导向领导方式与下属反应关系中起部分中介作用, 即除了直接影响, 变革型和破坏型领导还通过提高和降低领导-部属交换质量影响下属态度和行为。     

领导-部属交换关系的本土化分析

本土化的领导-部属交换关系(Leader- Member Exchange, LMX)主要是指在组织中领导和部属之间基于工作而建立起来的上下关系。西方关于LMX的操作性概念和测量的研究争论主要包括单维度和多维度、“关系”和“交换”、垂直二元关系和社会网络关系之争等三方面。LMX的本土化研究则主要有片面本土化和间接本土化的研究两方面。LMX-7、LMX-MDM、领导-部属关系量表和领导-部属关系形式量表等6种量表在目前LMX测量方面具有一定代表性。整合国内外相关研究基础上所构建的本土化的LMX包括概念界定、分类标准、基本维度、关系质量评价等诸方面内容, 其测量应更为注重文化差异性、测量规范性和效果检验。     

仁慈领导与员工创新行为:内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用

探究仁慈领导与员工创新行为的关系,以及在该关系中内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用。以68名主管和215名员工为对象,通过对两阶段主管-员工配对调查所获取的数据进行分析,结果表明:(1)仁慈领导可以借助内部人身份感知的中介作用,对员工创新行为产生积极的影响;(2)领导-部属交换关系差异化能调节仁慈领导和内部人身份感知的关系,即当关系差异化水平越高,仁慈领导与内部人身份感知之间的正向关系越强;(3)领导-部属交换关系差异化能调节内部人身份感知在仁慈领导与员工创新行为关系间的中介作用,表现为被调节的中介作用模式,即领导-部属交换关系差异化水平越高,仁慈领导与员工创新行为之间通过内部人身份感知的间接关系越强。     

领导-成员交换关系差异化研究评述与展望

领导-成员交换关系差异化是指在一个工作团队中, 团队领导与不同成员的交换关系在质量上的差异性。尽管它是领导-成员交换理论的核心内容, 但相比领导-成员交换关系质量, 关系差异化直到最近几年才得到学术界的关注。已有的研究表明它对个体和团队产出具有重要影响。本文从概念、研究起源、测量、影响因素、影响效果以及作用机制方面, 对近年来国、内外的理论和实证研究进行了评述, 并在此基础上指出了未来的研究方向。     

团队中的“我为人人, 人人为我”—— 团队-成员交换研究述评

团队-成员交换考察了团队中个体成员和其他成员之间的关系质量对团队整体绩效以及个人绩效的影响。从团队-成员交换的概念、理论来源、测量方式、测量工具等方面系统地介绍了团队-成员交换。此外, 将团队-成员交换的实证研究结果进行了汇总, 包含团队-成员交换的前因变量、结果变量及其所扮演的中介变量和调节变量的研究。在汇总的过程中对变量进行了群体层面和个体层面的划分。最后提出未来应该广泛开展在中国情境下的团队-成员交换实证研究, 并开发适合中国情境的团队-成员交换量表。     

领导-部属交换的多维结构及对工作绩效和情境绩效的影响

通过两项研究,对领导-部属交换的结构及其对员工的工作绩效和情境绩效进行了探讨。采用探索性因素分析、验证性因素分析、分层回归分析等方法对来自不同企业的员工及其主管的问卷调查结果进行了分析。 结果表明,领导-部属交换是一个多维度的结构,由情感、忠诚、贡献和专业尊敬四个维度组成。单维度的领导-部属交换和多维度的领导-部属交换都对员工的工作绩效和情境绩效具有预测作用,但多维度领导-部属交换的预测作用更强。     

中西方文化差异视角下领导-部属关系的结构模型

从中西方文化差异视角,采用本土化研究的思路,构建并检验中国文化下领导-部属关系的结构模型。研究1采用质性研究方法,通过19人的访谈、284人的开放式问卷调查和1部文学著作的分析等3种途径,经3轮条目分类,建立了领导视角和部属视角各7个维度的领导-部属关系结构模型。研究2选取391人的领导样本和133人的领导-部属匹配样本,通过探索性和验证性因素分析,发现领导-部属关系是一个双视角、二阶四因素的结构。双视角是指领导视角和部属视角,二阶因素是指领导-部属的积极关系和消极关系,4个因素分别为关心支持、控制划派、忠诚贡献、抵触反对。与西方LMX-7量表相比,本土化的领导-部属关系量表(LMR量表)在预测工作中的心理健康指标方面具有一定优势。该模型将西方研究对领导-部属“交换”的关注转换到对“关系”的关注上,把仅对积极关系的关注扩展到对消极关系的关注上,并发现了领导视角和部属视角各有不同的结构。     

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.     

LMX in team-based contexts: TMX,authority differentiation,and skill differentiation as boundary conditions for leader reciprocation

The purpose of the current study is to develop an integrated theoretical model based upon social exchange theory focused on the simultaneous interplay of leader–member exchange (LMX) and team–member exchange (TMX) in team-based contexts. We propose a model that extends current theories related to social exchange by integrating currently independent propositions in the literatures on LMX and TMX, showing how these propositions are contingent on the nature of the team in which leaders and followers are embedded. In a sample of 439 employees on 61 teams, the results show that when it comes to predicting individual performance (a) high TMX quality eliminates the otherwise negative effects of low LMX quality, (b) low authority differentiation weakens the otherwise positive effects of LMX, and (c) high skill differentiation weakens the otherwise positive effects of high LMX quality on performance. We discuss how the role of LMX may be changing in contemporary team-based work contexts relative to what was true in the historical literature when the construct was originally developed.     

组织中的社会交换：由直接到间接

社会交换理论被引用来研究组织中的两种交换：员工与所在组织之间的交换——“感受组织支持”（POS）和员工与直接上司之间的交换——“领导—成员交换”（LMX）。以往的研究侧重于“直接交换”,即：从POS和LMX到员工工作产出的直接回归。该文以员工的组织情感承诺和工作满意感为中介变量,考察POS和LMX对员工工作产出的间接影响。在919份有效问卷的基础上,通过结构方程模型的比较,结果发现：组织情感承诺和工作满意感的确可以在POS和LMX与员工工作产出之间承担全部或部分中介的角色。这说明,员工与组织之间、上司与下属之间的交换只有小部分是“直接交换”,大部分则属于“间接交换”。最后,作者讨论了这些新发现的理论意义和实践意义,并指出了该研究的不足之处。     

Differences between follower and dyadic measures of LMX as mediators of emotional intelligence and employee performance,well-being,and turnover intention

Both leader and follower emotional intelligence (EI) have been posited in the literature to influence leader–member exchange (LMX). We collected data from 203 independent leader–follower dyads working in the insurance industry in Malaysia and examined relationships between leader and follower trait-EI and follower outcomes mediated through LMX. We added a further dimension to our study by comparing results using follower and then a dyadic measure of LMX. We found that leader EI predicted a dyadic measure of LMX, whilst only follower EI predicted a follower measure of LMX. As hypothesized, leader EI had both direct and indirect effects on follower job performance. By contrast, follower EI demonstrated both direct and indirect effects on follower well-being. We found a dyadic measure of LMX to be a stronger predictor of follower job performance, well-being, and turnover intention than a follower only measure. Our results suggest that significant relationships between leader and follower trait EI and LMX depend on whether follower or dyadic measures of LMX are used. The study draws attention to the importance of emphasizing the level at which EI effects are expected to operate in LMX.     

Supervisor–Subordinate Relationship,Differentiation, and Employee Creativity: A Self‐Categorization Perspective

This study seeks to explore the effect of the quality of supervisor–subordinate relationship (i.e., leader–member exchange; LMX) on employee creativity by examining a moderated‐mediation model. The model focuses on the mediating role of perceived insider status and the moderating role of perceived LMX differentiation in influencing the mediation. Using a time‐lagged research design, we collected data from 358 supervisor–subordinate dyads in a large Chinese diversified company. As predicated, we found that (a) perceived insider status mediated the positive relationship between LMX and employee creativity; and (b) perceived LMX differentiation moderated the strength of the mediated relationship between LMX and employee creativity via perceived insider status, such that the mediated relationship is stronger under high‐perceived LMX differentiation than under low‐perceived LMX differentiation.     

Lmx and Job Tension: Linear and Non-Linear Effects and Affectivity

We examined whether linear or non-linear LMX–job tension relationships existed, and if these effects were consistent across levels of negative (NA) and positive (PA) affect. Results indicated that NA and PA moderated the non-linear LMX–job tension relationship. Specifically, the LMX–job tension association was best depicted by an inverted-U form for high NAs. Tension was highest when LMX was moderate and lowest when LMX was either low or high. Tension increased minimally for low NAs across levels of LMX. For high PAs, the relationship was linear and inverse. Conversely, a U-shaped form best represented the LMX–job tension relationship for low PAs. Implications, strengths and limitations, and directions for future research are discussed.     

Social exchange relationships and exchange ideologies of employees and supervisors: A three-way interaction toward employee creativity

This study aims to better understand the effects of social exchange relationships between employees and their organizations (perceived organizational support [POS]), and their leaders (leader–member exchange [LMX]) on their creativity. To this end, we investigated how exchange ideologies of employees and supervisors affect the relationship between POS/LMX and employee creativity using a three-way interaction test. Building on the social exchange theory, the results from our sample of 254 leader–employee dyads indicated that the relationship between POS/LMX and employee creativity is significantly more positive for an employee with strong exchange ideology than for an employee with weak exchange ideology. Moreover, POS and LMX had the strongest positive relationships with creativity when both employees and supervisors had higher levels of exchange ideology. The implications of our results and future research directions are discussed.     

LMX and Subordinate Performance: The Moderating Effects of Task Characteristics

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.     

与领导关系好就能获得职业成功吗？一项调节的中介效应研究

采用结构化问卷, 在2个时点进行2轮问卷调查, 共收集到206份问卷。根据Edwards和Lambert (2007)推荐的程序, 检验了领导-部属交换与下属职业成功间的调节的中介效应模型。结果表明：(1)网络能力、人际影响、社会机敏性、外显真诚4种政治技能调节了领导-部属交换对下属职业成功的直接效应和总效应; (2)在上述4种政治技能的调节下, 心理授权在领导-部属交换与下属职业成功之间起着部分中介作用或完全中介作用; (3)人际影响调节了领导-部属交换对下属心理授权的作用, 外显真诚调节了心理授权对职业成功的作用。     

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

ABSTRACT

Attachment styles can predict the quality of organizational relationships, particularly in reference to leader–member exchange (LMX). However, there is much work to be done in articulating and summarizing these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across 10 studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organizational psychology and suggest several directions for future research on the attachment–LMX relationship.