The Leader-Member Exchange (LMX) theory describes the tendency of managers to develop different types of relationships with their employees, leading to the use of different management styles depending on the employee. This in turn, may induce differential responses and attitudes in employees, thereby affecting their performance behaviors.
From conceptual beginnings in the vertical dyad linkage theory, through elaborations of potential stages of LMX relationship development, LMX has become a major framework within the leadership literature. However, LMX has remained mostly descriptive in its orientation. Current challenges to extend and develop LMX theory and practice include the need to develop research evidence on how LMX relationships form under natural conditions and how such relationships can be best encouraged and intentionally developed, and in regard to what types of specific contextual factors can interact with high quality LMX formation. Further, while LMX’s role as a potential antecedent and mediator of workplace misbehaviors has been investigated, less is known about the effects of individuals’ dispositional differences on LMX. In addition, there is even less emphasis on the effects of cultural contextual factors and demographic parameters on leader–member interrelations and their impact on job performance.
Therefore, this Research Topic aims to gather high quality research articles promoting our understanding of LMX in its roles as independent, moderating or mediating factor, affecting job performance in relation to variables insufficiently addressed in the past, especially dispositional differences, cultural, and demographic variables. Furthermore, we particularly welcome longitudinal research on the development of LMX.
The Leader-Member Exchange (LMX) theory describes the tendency of managers to develop different types of relationships with their employees, leading to the use of different management styles depending on the employee. This in turn, may induce differential responses and attitudes in employees, thereby affecting their performance behaviors.
From conceptual beginnings in the vertical dyad linkage theory, through elaborations of potential stages of LMX relationship development, LMX has become a major framework within the leadership literature. However, LMX has remained mostly descriptive in its orientation. Current challenges to extend and develop LMX theory and practice include the need to develop research evidence on how LMX relationships form under natural conditions and how such relationships can be best encouraged and intentionally developed, and in regard to what types of specific contextual factors can interact with high quality LMX formation. Further, while LMX’s role as a potential antecedent and mediator of workplace misbehaviors has been investigated, less is known about the effects of individuals’ dispositional differences on LMX. In addition, there is even less emphasis on the effects of cultural contextual factors and demographic parameters on leader–member interrelations and their impact on job performance.
Therefore, this Research Topic aims to gather high quality research articles promoting our understanding of LMX in its roles as independent, moderating or mediating factor, affecting job performance in relation to variables insufficiently addressed in the past, especially dispositional differences, cultural, and demographic variables. Furthermore, we particularly welcome longitudinal research on the development of LMX.
