Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries.
verifiedrich profile · Journal of Applied Psychology · 2012
Rockstuhl, Thomas; Dulebohn, James H.; Ang, Soon; Shore, Lynn M.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
leader member exchange lmx → organizational commitment
leader member exchange lmx → turnover intention
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
leader member exchange lmx predicts job satisfaction
leader member exchange lmx predicts organizational commitment
leader member exchange lmx predicts turnover intention
In the authors’ words
The article’s own abstract.
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
What the literature says about it
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supports “We focus on organizational commitment as a key mediator because it is a central outcome of LMX (Dulebohn et al., 2012; Rockstuhl et al., 2012), is reflective of a social exchange process and is known to foster pro-organizational behaviors (Lavelle, Rupp, & Brockner, 2007; Meyer & Allen, 1991;…”
Ancillary research
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