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Value Congruence in Leader-Member Exchange

16 references·16 citing·47 second hopsampled

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References

1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research36,736 cited
1992Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries14,463 cited
1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
1987Toward a universal psychological structure of human values.3,798 cited
1975A vertical dyad linkage approach to leadership within formal organizations2,886 cited
1986Leader-Member Exchange Model of Leadership: A Critique and Further Development2,009 cited
1986THE APPLICATION OF EXPLORATORY FACTOR ANALYSIS IN APPLIED PSYCHOLOGY: A CRITICAL REVIEW AND ANALYSIS1,732 cited
1993A longitudinal study on the early development of leader-member exchanges.1,228 cited
1980Generalizability of the Vertical Dyad Linkage Model of Leadership1,143 cited
1982The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model1,065 cited
1973Elite Values Versus Organizational Structure in Predicting Innovation557 cited
1982Role of leadership in the employee withdrawal process.514 cited
1981Difference score measures of organizational behavior variables: A critique391 cited
1978

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Leader-member agreement: A vertical dyad linkage approach.

370 cited

1987Effect of values on perception and decision making: A study of alternative work values measures.352 cited

1986Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.330 cited

Cited by

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2001THE EFFECTS OF PERSONALITY SIMILARITY ON PEER RATINGS OF CONTEXTUAL WORK BEHAVIORS101 cited
2010Leader–member exchange, shared values, and performance: Agreement and levels of analysis do matter99 cited
2016Complementary person-supervisor fit: An investigation of supplies-values (S-V) fit, leader-member exchange (LMX) and work outcomes84 cited
2010A Review of Leader-Member Exchange Research: Future Prospects and Directions83 cited
2006The impact of subordinate–supervisor similarity in growth‐need strength on work outcomes: the mediating role of perceived similarity83 cited
2017Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence78 cited
2017When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction76 cited
2011Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation76 cited
2004Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership73 cited
2008Evaluating and rewarding OCBs71 cited
2012Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange71 cited
2011Does Value Congruence Lead to Voice? Cooperative Voice and Cooperative Silence under Team and Differentiated Transformational Leadership64 cited
2017Ethical leadership, but toward whom? How moral identity congruence shapes the ethical treatment of employees60 cited