Leader-member exchange, shared values, and performance: Agreement and levels of analysis do matter

Leadership Quarterly

Volumn 21, Issue 3, 2010, Pages 469-480

  Markham, Steven E ^a   Yammarino, Francis J ^b   Murry, William D ^c   Palanski, Michael E ^d  

^a PAMPLIN COLLEGE OF BUSINESS   (United States)

^b BINGHAMTON UNIVERSITY   (United States)

^c UNIVERSITY OF SAN FRANCISCO   (United States)

^d ROCHESTER INSTITUTE OF TECHNOLOGY   (United States)

Author keywords

Dyadic leadership; Dyads; Exchange; Levels of analysis; LMX; Multi level analysis; Multi level methods; Subordinate performance; Superior subordinate agreement; Values congruence; Values convergence; WABA; Within and Between Analysis

Indexed keywords

EID: 77953683114     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.leaqua.2010.03.010     Document Type: Article

References (51)

1. Ashkanasy N.M., O'Connor C. Value congruence in leader-member exchange. Journal of Social Psychology 1997, 137:647-662.
2. Atwater L.E., Yammarino F.J. Does self-other agreement on leadership perceptions moderate the validity of leadership and performance predictions?. Personnel Psychology 1992, 45:141-165.
3. Bauer T.N., Erdogan B., Liden R.C., Wayne S.J. A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development. Journal of Applied Psychology 2006, 91:298-310.
4. Camarillo, R.A. (2003). Worker-supervisor value congruence and its effects on worker performance in a lean production system. Unpublished doctoral dissertation, University of Southern California.
5. Chatman J.A. Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly 1991, 36:459-484.
6. Couper F. Mutuality. Strategic Direction 2006, 22(2):6.
7. Dabos G.E., Rousseau D.M. Mutuality and reciprocity in the psychological contracts of employees and employers. Journal of Applied Psychology 2004, 89(1):52-72.
8. Dansereau F. A dyadic approach to leadership: Creating and nurturing this approach under fire. Leadership Quarterly 1995, 6:479-490.
9. Dansereau F., Alutto J.A., Yammarino F.J. Theory testing in organizational behavior: The varient approach 1984, Prentice-Hall, Englewood Cliffs, NJ.
10. Dansereau F., Yammarino F.J. Is more discussion about levels of analysis really necessary? When is such discussion sufficient?. Leadership Quarterly 2006, 17:537-552.
11. Dansereau F., Yammarino F.J., Markham S.E. Leadership: The multiple-level approaches. Leadership Quarterly 1995, 6:97-109.
12. Dansereau F., Yammarino F.J., Markham S.E., Alutto J.A., Newman J., Dumas M., et al. Individualized leadership - A new multi-level approach. Leadership Quarterly 1995, 6:413-450.
13. Deluga R.J. Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group & Organization Management 1998, 23:189-216.
14. Dienesch R.M., Liden R.C. Leader-member exchange model of leadership: A critique and further development. Academy of Management Review 1986, 11:618-634.
15. Dose J.J. The relationship between work values similarity and team-member and leader-member exchange relationships. Group Dynamics: Theory, Research, and Practice 1999, 3:20-32.
16. Duarte N.T., Goodson J.R., Klich N.R. Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal 1994, 37(3):499.
17. Dunegan K.J., Uhl-Bien M., Duchon D. LMX and subordinate performance: The moderating effects of task characteristics. Journal of Business and Psychology 2002, 17:275-285.
18. Edwards J.F. Problems with the use of profile similarity indices in the study of congruence in organizational research. Personnel Psychology 1993, 46:641-665.
19. Erdogan B., Kraimer M.L., Liden R.C. Work value congruence and intrinsic career success: The compensatory roles of leader-member exchange and perceived organizational support. Personnel Psychology 2004, 57:305-332.
20. Gerstner C.R., Day D.V. Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology 1997, 82:827-844.
21. Graen G.B., Liden R.C., Hoel W. Role of leadership in the employee withdrawal process. Journal of Applied Psychology 1982, 67:868-872.
22. Graen G.B., Scandura T.A. Toward a psychology of dyadic organizing. Research in Organizational Behavior 1987, 9:175-208.
23. Graen G., Schiemann W. Leader-member agreement: A vertical dyad linkage approach. Journal of Applied Psychology 1978, 63(2):206-212.
24. Graen G.B., Uhl-Bien M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25years: Applying a multi-level multi-domain perspective. Leadership Quarterly 1995, 6:219-247.
25. Janssen O., Van Yperen N.W. Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal 2004, 47:368-384.
26. Judge T.A., Cable D.M. Applicant personality, organizational culture, and organization attraction. Personnel Psychology 1997, 50:359-394.
27. Jung D.I., Avolio B.J. Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior 2000, 21:949-964.
28. Kacmar K.M., Witt L.A., Zivnuska S., Gully S.M. The interactive effect of leader-member exchange and communication frequency on performance ratings. Journal of Applied Psychology 2003, 88:764-772.
29. Kemelgor B.H. Job satisfaction as mediated by the value congruity of supervisors and their subordinates. Journal of Occupational Behavior 1982, 3:147-160.
30. Liden R.C., Sparrowe R.T., Wayne S.J. Leader-member exchange theory: The past and potential for the future. Research in Personnel and Human Resource Management 1997, 15:47-119.
31. Liden R.C., Wayne S.J., Stillwell D. A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology 1993, 78:662-674.
32. Markham S.E., Halverson R.R. Within- and between-entity analysis in multilevel research: A leadership example using single level analysis and boundary conditions (MRA). Leadership Quarterly 2002, 13:35-52.
33. Markham S.E., McKee G.H. Declining organizational size and increasing unemployment rates: Predicting employee absenteeism from within- and between-plant perspectives. Academy of Management Journal 1991, 34:952-965.
34. Maslyn J.M., Uhl-Bien M. Leader-member exchange and its dimensions: Effects of self-effort and other's effort on relationship quality. Journal of Applied Psychology 2001, 86(4):697-708.
35. Meglino B.M., Ravlin E.C., Adkins C.L. A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology 1989, 74:424-432.
36. Minsky, B.D. (2002). LMX dyad agreement: Construct definition and the role of supervisor/subordinate similarity and communication in understanding LMX. Unpublished doctoral dissertation, Louisiana State University.
37. Mumford M.D., Dansereau F., Yammarino F.J. Followers, motivations, and levels of analysis: The case of individualized leadership. Leadership Quarterly 2000, 11:313-340.
38. O'Reilly C.A., Chatman J., Caldwell D.F. People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal 1991, 34:487-516.
39. Sagie A., Elizur D., Koslowsky M. Work values: A theoretical overview and a model of their effects. Journal of Occupational Behavior 1996, 17:503-514.
40. Scandura T.A., Graen G.B. Moderating effects of initial leader-member exchange status of the effects of a leadership intervention. Journal of Applied Psychology 1984, 69:428-436.
41. Schriesheim C.A., Castro S.L., Cogliser C.C. Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly 1999, 10:63-113.
42. Schriesheim C.A., Neider L.L., Scandura T.A. Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal 1998, 41:298-318.
43. Schriesheim C.A., Castro S.L., Zhou X.T., Yammarino F.J. The folly of theorizing "A" but testing "B": a selective level-of-analysis review of the field and a detailed Leader-Member Exchange illustration. Leadership Quarterly 2001, 12:515-551.
44. Steiner D.D. Value perceptions in leader-member exchange. The Journal of Social Psychology 1988, 128:611-618.
45. Uhl-Bien M., Maslyn J.M. Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes. Journal of Management 2003, 29(4):511-532.
46. Wang H., Law K.S., Hackett R.D., Wang D., Chen Z.X. Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal 2005, 48:420-432.
47. Yammarino F.J. Multivariate aspects of the Varient/WABA approach: A discussion and lead illustration. Leadership Quarterly 1998, 9:203-228.
48. Yammarino F.J., Dionne S.D., Chun J.U., Dansereau F. Leadership and levels of analysis: A state-of-the-science review. Leadership Quarterly 2005, 16:879-919.
49. Yammarino F.J., Dubinsky A.J. Superior-subordinate relationships: A multiple levels of analysis approach. Human Relations 1992, 45:575-600.
50. Yammarino F.J., Dubinsky A.J., Comer L.B., Jolson M.A. Women and transformational and contingent reward leadership: A multiple levels of analysis perspective. Academy of Management Journal 1997, 40:205-222.
51. Yammarino F.J., Markham S.E. On the application of within- and between-analysis: Are absence and affect really group-based phenomena?. Journal of Applied Psychology 1992, 77:168-176.