Contextualizing LMX within the workgroup: The effects of LMX and justice on relationship quality and resource sharing among peers
While leader–member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader–member dyad. We argue that LMX theory remains incomplete until contextual factors surrounding these pivotal relationships are accounted for including the impact...
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| Published in: | The Leadership quarterly Vol. 24; no. 6; pp. 935 - 951 |
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| Main Authors: | , |
| Format: | Journal Article |
| Language: | English |
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Oxford
Elsevier Inc
01-12-2013
Elsevier Science Ltd |
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| Abstract | While leader–member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader–member dyad. We argue that LMX theory remains incomplete until contextual factors surrounding these pivotal relationships are accounted for including the impact of coworker exchange relationships, peer exchange, and perceptions of justice regarding individual LMX relationships. A fully crossed experimental design manipulating participant LMX and distributive justice and coworker LMX and distributive justice was employed to understand how these constructs affect coworker exchange relationships. Support was found for a causal model which specifies that justice moderates the causal relationship between LMX similarity and CWX, which subsequently leads to increased sharing of resources among coworkers. The data suggest that workgroup members are savvy to differences within individual leader–member relationships, where the sharing of resources among peers is determined by their own LMX, the LMX of their coworker and perceptions of justice of their respective LMX levels. These findings are contextualized in extant leadership research and practice. |
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| AbstractList | While leader-member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader-member dyad. We argue that LMX theory remains incomplete until contextual factors surrounding these pivotal relationships are accounted for including the impact of coworker exchange relationships, peer exchange, and perceptions of justice regarding individual LMX relationships. A fully crossed experimental design manipulating participant LMX and distributive justice and coworker LMX and distributive justice was employed to understand how these constructs affect coworker exchange relationships. Support was found for a causal model which specifies that justice moderates the causal relationship between LMX similarity and CWX, which subsequently leads to increased sharing of resources among coworkers. The data suggest that workgroup members are savvy to differences within individual leader-member relationships, where the sharing of resources among peers is determined by their own LMX, the LMX of their coworker and perceptions of justice of their respective LMX levels. These findings are contextualized in extant leadership research and practice. [PUBLICATION ABSTRACT] While leader–member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader–member dyad. We argue that LMX theory remains incomplete until contextual factors surrounding these pivotal relationships are accounted for including the impact of coworker exchange relationships, peer exchange, and perceptions of justice regarding individual LMX relationships. A fully crossed experimental design manipulating participant LMX and distributive justice and coworker LMX and distributive justice was employed to understand how these constructs affect coworker exchange relationships. Support was found for a causal model which specifies that justice moderates the causal relationship between LMX similarity and CWX, which subsequently leads to increased sharing of resources among coworkers. The data suggest that workgroup members are savvy to differences within individual leader–member relationships, where the sharing of resources among peers is determined by their own LMX, the LMX of their coworker and perceptions of justice of their respective LMX levels. These findings are contextualized in extant leadership research and practice. |
| Author | Baker, Colin R. Omilion-Hodges, Leah M. |
| Author_xml | – sequence: 1 givenname: Leah M. surname: Omilion-Hodges fullname: Omilion-Hodges, Leah M. email: leah.omilion-hodges@wmich.edu organization: School of Communication, Western Michigan University, 1903 W. Michigan Ave, Kalamazoo, MI 49008, USA – sequence: 2 givenname: Colin R. surname: Baker fullname: Baker, Colin R. organization: School of Communication, Radford University, 704 Fairfax Street, Box 6932, Radford, VA 24142, USA |
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| Keywords | Leader–member exchange Workgroup dynamics Organizational resources Distributive justice Coworker exchange theory |
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| Snippet | While leader–member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader–member dyad. We... While leader-member exchange (LMX) has evolved, a richer understanding continues to evade scholars due to the sustained focus on the leader-member dyad. We... |
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| SubjectTerms | Causality Coworker exchange theory Distributive justice Employee management relations Group dynamics Leader-member exchange Leadership Management theory Organizational resources Peers Studies Workgroup dynamics |
| Title | Contextualizing LMX within the workgroup: The effects of LMX and justice on relationship quality and resource sharing among peers |
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