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。

An Analysis of the Indigenization of Leader-Member Exchange Concept

Chinese indigenized Leader-Member Exchange (LMX) refers to vertical relationship based on work between supervisor and subordinate. The controversies on LMX’s concepts and measures in western literature are found to be the conflicts between single dimension and multiple dimension, “relationship” and “exchange”, vertical dyad relationship and social network relationship. The indigenized LMX in China largely consists of the incomplete indigenization and the indirect indigenization of LMX theories. There are six typical scales of LMX, which are LMX-7, LMX-MDM, Supervisor-subordinate Guanxi Scale, Subordinate-supervisor Relationship Type Scale and so on. To sum up, the indigenous LMX concept includes the definition, classification standards, basic dimensions, quality evaluation of LMX and so on. The measuring approaches of LMX are therefore recommended to start from the analysis of cultural differences, psychometric adequacy, and validity examination.