Leader-Member Exchange Quality and Effectiveness Ratings

Ronald J. Deluga

273 citations0/0 files storedGroup & Organization Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Team Dynamics and Performance

Abstract

Survey data were collected from 127 subordinate-supervisor dyads employed in diverse organizational settings. Hierarchical regression analyses revealed that subordinate-supervisor conscientiousness similarity predicted subordinate in-role behavior. Also, subordinate in-role behavior closely approached significance as a predictor of higher quality leader-member exchanges (LMX), whereas LMX was correlated with subordinate organizational citizenship behavior and supervisor effectiveness. As a function of conscientiousness similarity, the observed relationships are explained in terns of improved subordinate-supervisor compatibility and reciprocity. Examples are provided.

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References

1986Self-Reports in Organizational Research: Problems and Prospects 1986Research in Organizational Behavior.1991THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META‐ANALYSIS 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1992An Introduction to the Five‐Factor Model and Its Applications 1990An alternative "description of personality": The Big-Five factor structure.1990Personality Structure: Emergence of the Five-Factor Model 1987Validation of the five-factor model of personality across instruments and observers.

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