A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange

By James H. Dulebohn, William H. Bommer, R. Liden, Robyn L. Brouer, Gerald R. Ferris. 2012

1,606 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/26a0719b646493e6696477f803089c75357ec690

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

The Leader–Member Exchange Relationship (2016, background): “The most frequently studied outcome of LMX at the individual level is supervisor ratings of follower job performance (for reviews, see Dulebohn et al., 2012; Gerstner & Day, 1997).”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “Indeed, when supervisors and employees differ in attitudes it can create barriers or detachment, which serve to deteriorate the social exchange relationship (Dulebohn et al., 2012; Uhl-Bien, 2006).”
Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, neutral): “…see Dirks & Ferrin, 2002; Dulebohn et al., 2012; Meyer et al., 2002); (ii) follower job satisfaction as a consequence of LMX (for rationale see Dulebohn et al., 2012); and (iii) covariation of disturbance terms of similar constructs (task performance and OCB) to account for unmeasured common…”
Navigating uneven terrain : the roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes. (2016, background): “However, this relationship has been established in prior research and meta-analyses (e.g., Dulebohn et al., 2012; Martin et al., 2016).”
Leader-member exchange, work engagement, and job performance (2015, background): “In their meta-analyses, Gerstner and Day (1997) and Dulebohn et al. (2012) showed that LMX is positively related to both subjective and objective performance.”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “Employees in high-quality guanxi relationships have particular ways of communicating with the leader and are provided with desirable work assignments, while employees in low-quality relationships rarely meet with their supervisors and are more often provided with less desirable assignments (Dulebohn”
Team-Centric Leadership: An Integrative Review (2016, background): “The general LMX literature tends to position LMX as the mediator between antecedents related to leader, follower, and relationship characteristics and outcomes related to performance and attitudes (Dulebohn et al. 2012).”
Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, methodology): “surprising that the recent meta-analyses did not distinguished between performance that was follower-rated, leader-rated or obtained from an objective source, and suffered from common source and common method bias or not or whether the effect sizes were obtained from a separate source or with a diff”
Leadership and stress: A meta-analytic review (2017, methodology): “Contents lists available at ScienceDirect The Leadership Quarterly j ourna l homepage: www.e lsev ie r .com/ locate / leaqua of LMX (Dulebohn et al., 2012; Gerstner & Day, 1997; Martin et al., 2015), transformational leadership (Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996), and abus”