Leader behavior and LMX: a constructive replication

Abstract

Purpose The purpose of this paper is to determine if the relationships found between a leader's behavior and the quality of the exchange relationship with a subordinate can be replicated using a different measure of leader‐member exchange (LMX) and a different sample. Design/methodology/approach The paper reports the result of a survey study with a sample of 239 employees who rated specific behaviors of their manager and the quality of the LMX relationship. Findings In a regression analysis that included several other important leader behaviors, supporting, delegating, and leading by example were statistically significant predictors of LMX. Research limitations/implications The findings suggest that the positive relationship found in several earlier studies between LMX and a broad measure of transformational leadership was not interpreted correctly. Practical implications The results from this study identify specific leader behaviors that are likely to be useful for developing a stronger exchange relationship with individual subordinates. Social implications The leader behaviors identified in the present study also have clear implications for the effectiveness of top executives and political leaders. Originality/value More types of leadership behavior were measured than in earlier LMX studies, the limitations of broadly‐defined behaviors were avoided, and a different measure of LMX was used than in most prior studies on the relationship of leader behaviors to LMX.

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