Process and structure in leader-member exchange

Article Abstract:

Theory supporting the key premise of the leader-member exchange (LMX) approach to leadership, that leaders differentiate between subordinates, has not been fully developed. We address this deficiency by (a) returning LMX research to its historical roots in exchange processes by introducing a framework for understanding relationship quality that is based on reciprocity, and (b) extending the traditional domain of LMX research beyond the formal leader-subordinate relationship in order to offer a more complete explanation of the differentiation process. We employ insights derived from social network analysis to describe how social structure facilitates the exchange processes through which leaders assist in incorporating some members into the inner life of an organization but exclude others. (Reprinted by permission of the publisher.)

Organizational behavior, Leadership

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Do leaders' influence tactics relate to members' helping behavior? It depends on the quality of the relationship

Article Abstract:

Five downward influence tactics and the way they can be viewed from the group engagement perspective are discussed. It is revealed that the joint effect of influence tactics and leader member exchange might affect member behaviors toward a work group.

United States, Management dynamics, Methods, Management, Work groups, Teamwork (Workplace), Company business management, Leadership styles, Leader-member exchange theory

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