Leader‐member exchange, differentiation, and task interdependence: implications for individual and group performance

By R. Liden, B. Erdogan, Sandy J. Wayne, Raymond T. Sparrowe. 2006

583 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1df54e8dce1fd80168767d198d20812d310f7dd6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Michael S. Cole
2. Janaki Gooty
3. Heike Bruch
4. Francis J. Yammarino
5. O. Epitropaki
6. John Antonakis
7. Thomas W. H. Ng
8. B. Schyns

In Social Psychology

1. Janaki Gooty
2. Francis J. Yammarino
3. John Antonakis
4. Michael S. Cole
5. Heike Bruch
6. B. Schyns
7. O. Epitropaki
8. Robin Martin

Citations in the corpus

• Differentiation in leader-member exchange: A hierarchical linear modeling approach (2010, methodology): “…and needs of this subordinate” for leader 3 To make our analyses comparable to previous research, we also conducted all our analyses using variances (Liden et al., 2006), within-group agreemen coefficient (rWG, which can be seen as a reversely coded measure of differentiation) (Boies & Howell,…”
• Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence (2010, background): “Liden et al. (2006) argued further that LMX differentiation is positively related to individual performance for low (impoverished) LMX groups but not for high (excellent) LMX groups.”
• Getting Everyone on Board (2015, background): “Although findings from small group research have supported the idea that leader differentiation is associated with negative consequences (e.g., Wu et al., 2010), differentiated leadership may also generate desirable outcomes under certain circumstances (Erdogan & Bauer, 2010; Liden et al., 2006).”
• Organizational climate, relative psychological climate and job satisfaction: The example of supportive leadership climate (2009, result): “In contrast, Liden et al. (2006) found that LMX differentiation is positively related to performance but only in the case of low individual LMX. Wikaningrum (2007), on the other hand, found that similarity in LMX is positively related to co-worker exchange.”
• The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover among Salespeople (2009, background): “The supervisor’s infl uence on employees can be seen in the research conducted in leader–member exchange (e.g., Gerstner and Day 1997; Liden et al. 2006) and procedural justice (Cohen-Charash and Spector 2001; Colquitt et al. 2001).”
• Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings (2013, background): “13 Recently, Shondrick and Lord (2010) applied the principles of Adaptive Resonance Theory (Grossberg, 1999) in the context of leadership prototypes.”