Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance

By Marcus M. Stewart, Olenda E. Johnson. 2009

134 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/69c13a4c7d8016a346aa1f2bf062bea18d0138d9

How researchers see this paper

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

In Gender Studies

1. Thomas W. H. Ng
2. D. Feldman
3. L. Weng
4. Hong T. M. Bui
5. Xiao-ping Chen
6. Wei He
7. Vincent Rousseau
8. M. Butts

In Organizational Behavior and Human Resource Management

1. Thomas W. H. Ng
2. D. Feldman
3. M. Butts
4. Caroline Aubé
5. Vincent Rousseau
6. L. Weng
7. Hong T. M. Bui
8. Xiao-ping Chen

In Sociology and Political Science

1. Thomas W. H. Ng
2. D. Feldman
3. M. Butts
4. L. Weng
5. Hong T. M. Bui
6. Xiao-ping Chen
7. Wei He
8. Vincent Rousseau

Citations in the corpus

• Top Management Team Diversity (2013, methodology): “Due to the nature of the review, we excluded all studies investigating diversity in work groups below the TMT, such as work published by Stewart and Johnson (2009) and Kirkman, Tesluk, and Rosen (2004), that were identified by the search procedure.”
• Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, methodology): “Based on the team composition literature (Curral, Forrester, Dawson, & West, 2001; Horwitz, 2005; Horwitz & Horwitz, 2007; Joshi & Roh, 2009; Stewart & Johnson, 2009), we statistically controlled the effects of five variables when testing the hypotheses because these variables may have a…”
• Considering diversity: The positive effects of considerate leadership in diverse teams (2013, unknown): “In two studies, teams that were diverse in terms of gender, race, age, and tenure exhibited lower turnover and higher performance with higher aggregate LMX as well as lower LMX differentiation (Nishii & Mayer, 2009; Stewart & Johnson, 2009).”
• Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “This study points out that, in trying to build stronger ties between employees and organizations, the quality of workplace relationships with supervisors and coworkers may be an important pivot point (Stewart & Johnson, 2009; Sue-Chan, Chen, & Lam, 2011).”
• What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters (2018, background): “The other perspective, however, draws from role theory (Graen, 1976) and suggests that developing differentiated LMXs is functional for the group because a leader should assign appropriate tasks and resources to followers who differ in their ability (e.g., Liden et al.; Stewart & Johnson, 2009).”
• Virtual Team Performance in a Highly Competitive Environment (2011, unknown): “Group interactions crystallize the values, norms, and shared mental models fostering strategic consensus (Frazier, Johnson, Gavin, Gooty, & Snow, 2010; Rapert, Velliquette, & Garretson, 2002; Stewart & Johnson, 2009).”
• Managerial Gender Diversity and Firm Performance (2016, unknown): “In related empirical leadership research, Stewart and Johnson (2009) reported that stronger leader-member exchange was needed to manage negative group dynamics in gender-diverse teams in comparison with teams with less gender diversity.”