A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange
verifiedrich profile · Journal of Management · 2011
Dulebohn, James H.; Bommer, William H.; Liden, Robert C.; Brouer, Robyn L.; Ferris, Gerald R.
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 → task performance
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
leader member exchange lmx correlates organizational citizenship behavior ocb
leader member exchange lmx predicts organizational citizenship behavior ocb
leader member exchange lmx predicts task performance
In the authors’ words
The article’s own abstract.
Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, leader variables explained the most variance in LMX quality. Moderator analyses revealed that the particular LMX scale, country of participants, and work setting studied did not produce meaningful influences on the relationships in the meta-analysis. However, power distance and individualism did moderate some of these relationships. To provide continuity with the LMX meta-analyses and conceptual reviews that have focused on LMX consequences, the authors tested a number of mediation models. The results demonstrated that LMX frequently plays a mediating role in the relationships where mediation could be tested.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…with the outcomes of job satisfaction, job performance, organizational commitment, and leader-member exchange (LMX), which have been shown in previous meta-analyses to be significantly related to the Big Five (Barrick & Mount, 1991; Choi et al., 2015; Dulebohn et al., 2012; Judge et al., 2002).”
supports “We contend that leader–member exchange (LMX; Dulebohn et al., 2012), which refers to the quality of the exchange relationship between the employee and the leader, moderates the relationship between role overload and psychological strain, ultimately affecting work performance.”
supports “In turn, and strengthening the exchange relationship, employees who experience high-LMX relationships respond positively to their leader ’ s behavior, as indicated by increased job performance, citizen-ship behavior, job satisfaction, and retention (Dulebohn et al., 2012; Martin et al., 2016).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.1007/s10869-024-09960-9
- 10.3389/fpsyg.2021.691207
- 10.1177/00218863241257959
- 10.1080/14719037.2020.1795231
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.