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The Interaction of Leader and Member Characteristics in the Leader-Member Exchange (Lmx) Model of Leadership
16 references·16 citing·41 second hopsampled
The Interaction of Leader and Member Characteristics in the Leader-Member Exchange (Lmx) Model of Leadership (1991)The Interaction of Leader and Member Char…BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS. (1989)BEYOND SIMPLE DEMOGRAPHIC EFF…When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence. (1986)When managers decide not to d…Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences. (1986)Vertical dyad linkage: A long…Research in Organizational Behavior. (1986)Research in Organizational Be…Leader-Member Exchange Model of Leadership: A Critique and Further Development (1986)Leader-Member Exchange Model …Revision of the Self-Monitoring Scale. (1984)Revision of the Self-Monitori…Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. (1984)Moderating effects of initial…The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model (1982)The effects of leader—member …Role of leadership in the employee withdrawal process. (1982)Role of leadership in the emp…Generalizability of the Vertical Dyad Linkage Model of Leadership (1980)Generalizability of the Verti…Leader-member agreement: A vertical dyad linkage approach. (1978)Leader-member agreement: A ve…A behaviorally-based measure of manifest needs in work settings (1976)A behaviorally-based measure …A vertical dyad linkage approach to leadership within formal organizations (1975)A vertical dyad linkage appro…Motivation and Organizational Climate (1969)Motivation and Organizational…A Theory of Leadership Effectiveness. (1968)A Theory of Leadership Effect…Generalized expectancies for internal versus external control of reinforcement. (1966)Generalized expectancies for …I-O psychology and labor: Making up for benign neglect, antipathy, and missed opportunities (2026)I-O psychology and labor: Mak…Favouritism: Exploring the ‘uncontrolled’ spaces of the leadership experience (2018)Favouritism: Exploring the ‘u…Team-Centric Leadership: An Integrative Review (2016)Team-Centric Leadership: An I…An Examination of Leader–Member Exchange (LMX) Agreement Between Employees and Their Supervisors and its Influence on Work Outcomes (2016)An Examination of Leader–Memb…“Exchange lost” in leader–member exchange theory and research: A critique and a reconceptualization (2014)“Exchange lost” in leader–mem…Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange (2012)Use and misuse of levels of a…The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship (2010)The influence of role definit…Surface-Level Actual Similarity Vs. Deep-Level Perceived Similarity: Predicting Leader-Member Exchange Agreement (2009)Surface-Level Actual Similari…Personality, Leader-Member Exchanges, and Work Outcomes (2007)Personality, Leader-Member Ex…LEADERSHIP AND SEX‐SIMILARITY: A COMPARISON IN A MILITARY SETTING (2007)LEADERSHIP AND SEX‐SIMILARITY…The Effect of Adding Items to Scales: An Illustrative Case of LMX (2001)The Effect of Adding Items to…Leader-Member Exchange (2001)Leader-Member ExchangeImplications of leader‐member exchange theory and research for human resource development research (1999)Implications of leader‐member…Managerial Power Bases and Subordinates' Manifest Needs as Influences on Psychological Climate (1998)Managerial Power Bases and Su…Increasing Worker Outcomes by Improving Leader Follower Relations (1998)Increasing Worker Outcomes by…Leader-member exchange development: a hospitality antecedent investigation (1997)Leader-member exchange develo…Statistical principles in experimental design. 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1966Generalized expectancies for internal versus external control of reinforcement.21,937 cited
  • 1986Research in Organizational Behavior.10,897 cited
  • 1975A vertical dyad linkage approach to leadership within formal organizations2,886 cited
  • 1968A Theory of Leadership Effectiveness.2,529 cited
  • 1986Leader-Member Exchange Model of Leadership: A Critique and Further Development2,009 cited
  • 1989BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS.1,746 cited
  • 1969Motivation and Organizational Climate1,369 cited
  • 1984Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.1,229 cited
  • 1984Revision of the Self-Monitoring Scale.1,229 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
  • 1982Role of leadership in the employee withdrawal process.514 cited
  • 1976A behaviorally-based measure of manifest needs in work settings510 cited
  • 1986When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.455 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1978Leader-member agreement: A vertical dyad linkage approach.370 cited
  • 1986Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.330 cited
  • Cited by

    • 2016Team-Centric Leadership: An Integrative Review108 cited
    • 2007LEADERSHIP AND SEX‐SIMILARITY: A COMPARISON IN A MILITARY SETTING76 cited
    • 2012Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange71 cited
    • 1999Implications of leader‐member exchange theory and research for human resource development research66 cited
    • 2010The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship65 cited
    • 2007Personality, Leader-Member Exchanges, and Work Outcomes65 cited
    • 2014“Exchange lost” in leader–member exchange theory and research: A critique and a reconceptualization51 cited
    • 2001The Effect of Adding Items to Scales: An Illustrative Case of LMX43 cited
    • 2009Surface-Level Actual Similarity Vs. Deep-Level Perceived Similarity: Predicting Leader-Member Exchange Agreement40 cited
    • 2001Leader-Member Exchange38 cited
    • 2016An Examination of Leader–Member Exchange (LMX) Agreement Between Employees and Their Supervisors and its Influence on Work Outcomes38 cited
    • 1997Leader-member exchange development: a hospitality antecedent investigation38 cited
    • 1998Increasing Worker Outcomes by Improving Leader Follower Relations31 cited
    • 1998Managerial Power Bases and Subordinates' Manifest Needs as Influences on Psychological Climate21 cited
    • 2018Favouritism: Exploring the ‘uncontrolled’ spaces of the leadership experience10 cited
    • 2026I-O psychology and labor: Making up for benign neglect, antipathy, and missed opportunities6 cited