What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters

By Xiao-ping Chen, Wei He, L. Weng. 2018

88 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5b5862dff2e33a440d00d007e793b8720e84057f

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. Pascale M. Le Blanc
2. Chang‐qin Lu
3. G. Thomas
4. A. Legood
5. Haijiang Wang
6. Silvia Russo
7. Robin Martin
8. Evangelia Demerouti

In Social Psychology

1. Pascale M. Le Blanc
2. Chang‐qin Lu
3. G. Thomas
4. Robin Martin
5. Haijiang Wang
6. Silvia Russo
7. Evangelia Demerouti
8. A. Legood

Citations in the corpus

• Crafting a job in ‘tough times’: When being proactive is positively related to work attachment (2018, background): “Employeeswho are rated as poor performersmay be seen as less competent in the eyes of their leaders, and thus, leaders tend to form low-quality exchange relationships with these employees (e.g., Chen et al., 2015; Graen & Uhl-Bien, 1995).”
• Leader–member exchange (LMX) differentiation and work outcomes: conceptual clarification and critical review (2018, background): “Examining both justice and conflict, Chen et al. (2015) found that LMX differentiation was more harmful when the grounds for differentiating amongst team members were not considered “fair” (i.e., team members' task performance was not the main basis for leaders' differentiation processes).”