Leader–member social exchange (LMSX): development and validation of a scale

By Jeremy B. Bernerth, A. Armenakis, H. S. Feild, W. Giles, H. J. Walker. 2007

245 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/76ee4e6d970711865973e5aa42b0706fce0ac47b

How researchers see this paper

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

In General Health Professions

1. Janaki Gooty
2. Francis J. Yammarino
3. Julena M. Bonner
4. Benjamin D. McLarty
5. Matthew J. Quade
6. F. Franke
7. Stein Amundsen
8. Robyn L. Brouer

In Organizational Behavior and Human Resource Management

1. Janaki Gooty
2. Francis J. Yammarino
3. Jeremy B. Bernerth
4. A. Armenakis
5. S. Harris
6. Gerald R. Ferris
7. R. Liden
8. H. S. Feild

In Social Psychology

1. Janaki Gooty
2. Francis J. Yammarino
3. Laura M. Little
4. Gerald R. Ferris
5. J. Colquitt
6. Jeremy B. Bernerth
7. Robyn L. Brouer
8. William H. Bommer

Citations in the corpus

• Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, result): “The scale is proposed to reflect the social exchange process more accurately than previous LMX scales, and thereby be more consistent with the theoretical foundation of the construct (Bernerth et al., 2007).”
• The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement (2009, unknown): “Bernerth, Armenakis, Feild, Giles, & Walker, 2007 ; Schriesheim, Castro, & Cogliser, 1999 ).”
• Is personality associated with perceptions of LMX? An empirical study (2007, methodology): “LMX was assessed with an eight-item LMX scale developed by Bernerth et al. (2007)”
• Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, unknown): “The SER that an employee has with his or her immediate supervisor has been labeled ‘‘leader-member social exchange’’ (Bernerth et al. 2007) or, more commonly, simply ‘‘leader-member exchange’’ or ‘‘LMX’’ (Dansereau et al. 1975; Dienesch and Liden 1986).”
• The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, methodology): “…high-BLM supervisors, who are prone to self-interest, a lack of concern for employee well-being, and treating employees as means to an end will serve as low-quality social exchange partners and thereby develop a negative reciprocity relationship with their employees (e.g. Bernerth et al., 2007).”
• The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “…theory (Graen & Uhl-Bien, 1995; Uhl-Bien & Maslyn, 2003; Wayne, Shore, Bommer, & Tetrick, 2002) and the above noted measures of LMX are criticized for poorly representing the social exchange content on which LMX theory is built ( e.g., Bernerth et al., 2007; Schriesheim, Castro, & Cogliser, 1999).”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Because of this, it has been argued that individuals high in NA have difficulty building effective work relationships (Bernerth et al., 2007; Hui, Law, & Chen, 1999).”
• Justice, Fairness, and Employee Reactions (2015, methodology): “…valid indicators of the social exchange relationship dynamic were a measure of leader–member exchange that was tailored to social exchange concepts (Bernerth et al. 2007) anda four-itemmeasure createdby the authors that asked whether work relationships were characterized by mutual obligation,…”