The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time

By J. Nahrgang, F. Morgeson, R. Ilies. 2009

318 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2ff28c658565514e0afc5bc30a2270e39a725efc

How researchers see this paper

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

In Applied Psychology

1. Gregory E. Prussia
2. Rubina Mahsud
3. G. Yukl
4. Mark D. O'Donnell
5. Andrew Li
6. T. Taber
7. Ernest H. O’Boyle
8. J. Iun

In Organizational Behavior and Human Resource Management

1. O. Epitropaki
2. Fred Walumbwa
3. G. Yukl
4. Gerald R. Ferris
5. Robin Martin
6. Rubina Mahsud
7. Allan Lee
8. Gregory E. Prussia

In Social Psychology

1. Robin Martin
2. O. Epitropaki
3. G. Thomas
4. Gerald R. Ferris
5. Michael S. Cole
6. Fred Walumbwa
7. Allan Lee
8. Peng Wang

Citations in the corpus

• Untangling the Networking Phenomenon (2015, background): “For example, perceived similarity of personality and attitudes (e.g., positive affectivity) in leader-member dyads positively influenced relationship initiation and growth trajectories (e.g., Bauer & Green, 1996; Nahrgang et al., 2009; Turban & Jones, 1988).”
• Time in Individual-Level Organizational Studies: What is it, How is it Used, and Why Isn't it Exploited More Often? (2015, background): “…adaptation (Bhaskar-Shrinivas et al. 2005, Firth et al. 2014), goal setting (e.g., Ilies & Judge 2005, Schmidt &DeShon 2007, Schmidt et al. 2009), leadership development (Day & Sin 2011, Nahrgang et al. 2009), and task and contextual performance (e.g., Spence et al. 2011, Sturman & Trevor 2001).”
• Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “Leader–member exchange (LMX) theory has received considerable attention in the organizational sciences (Nahrgang et al., 2009 and Walumbwa et al., in press).”
• What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange (2014, background): “For example, Nahrgang, Morgeson, and Ilies (2009) and Bernerth, Armenakis, Feild, Giles, and Walker (2007) found member personality characteristics to correlate with LMX quality.”
• Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships (2009, background): “Dienesch and Liden (1986) highlighted the need for a more structured theoretical basis for LMX, and proposed a multidimensional framework for the construct.”
• Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “More research has been conducted on the outcomes of LMX than on its determinants, but several antecedents have been identified (Liden et al., 1997; Nahrgang et al., 2009; Schriesheim et al., 1999).”
• The Impact of Leader Humor on Subordinate Job Satisfaction (2016, background): “…sample had typically been with their supervisor for a fairly long period of time, and their relationships with their leaders had likely stabilized (Nahrgang et al., 2009), the influence of day-to-day leader humor on subordinates’ perceptions of leader–subordinate relationship quality might not…”
• Leader–Member Exchange Theory (2010, background): “In a study of the early stages of leader-member relationship development, Nahrang, Morgeson, and Ilies (2009) found that leaders look for followers who exhibit enthusiasm, participation, gregariousness, and extraversion.”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “In contrast, introversion is associated with the tendency to be more introspective, self-occupied, reserved, detached, and independent (Nahrgang et al., 2009).”
• Leader behavior and LMX: a constructive replication (2012, background): “Studies on antecedents of LMX have examined leader and member characteristics (Nahrgang et al., 2009; Schyns et al., 2008), temporary versus full time employment The current issue and full text archive of this journal is available at”
• Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “This time period is also consistent with prior longitudinal research (e.g., Lin & Leung, 2010), including research on LMX (e.g., Nahrgang et al., 2009).”