LMX Differentiation: A Multilevel Review and Examination of its Antecedents and Outcomes

By David J. Henderson, R. Liden, Brian C. Glibkowski, A. Chaudhry. 2009

436 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/779713324245b32c12f1817999ec87bb0511858f

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Leader–Member Exchange Relationship (2016, background): “…LMX differentiation rest on the core LMX ideas of preferential treatment, access and availability of resources, better rewards, and challenging assignments for those in better quality relationships within a highly differentiated workgroup (e.g., Erdogan & Liden, 2006; Henderson et al., 2008, 2009).”
Getting Everyone on Board (2015, background): “…among team members represents a distinct leadership style called differentiated leadership or leader differentiation, which generally does not target the team as a whole but may nevertheless affect a wide range of team-level outcomes (Boies & Howell, 2006; Henderson et al., 2009; Wu et al., 2010).”
Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “The extent to which leaders develop different LMX relationships with their subordinates is probably affected by other aspects of the situation as well, such as the organizational culture, human resource practices, and the type of team or work unit (Henderson et al., 2009).”
Parent–Child Relationships: Planting the Seeds of Deviant Behavior in the Family Firm (2012, background): “In explaining outcomes associated with LMX differentiation, two factors prominently featured in the literature are interpersonal bonds and fairness perceptions (Henderson et al., 2009).”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, background): “By implication, individual leader–follower relationships cannot be fully understood when examined in isolation from the broader group in which those relationships exist (see also Henderson et al., 2009; Nielsen & Daniels, 2012).”
Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship (2015, positive): “In this respect, agreeing to utilize an exclusionary strategy will maintain a balanced resource exchange dynamic that is typical of manager-subordinate relationships (e.g., Dulebohn et al., 2012; Graen & Schiemann, 1978; Henderson et al., 2009; Tsui, Pearce, Porter, & Tripoli, 1997).”
Multilevel Research in the Field of Organizational Behavior (2013, background): “, Shropshire, C., Certo, S. T., Dalton, D. R., & Dalton, C. M. (2011). What I like about you: A multilevel study of shareholder discontent with director monitoring.”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “This is especially because LMX is now recognized as operating in multiple levels of an organization (Henderson et al., 2009).”
Leader–member exchange (LMX) differentiation and work outcomes: conceptual clarification and critical review (2018, background): “bility of high levels of LMX variation (Hooper & Martin, 2008) and therefore LMX relative position, due to limitations in leaders' resources and time (for reviews see Graen & Uhl‐Bien, 1995; Henderson et al., 2009).”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, result): “This effect has been found to be consistent across experimental studies by Lipponen, Koivisto, and Olkkonen (2005), De Cremer, van Dijke, and Mayer (2010), and Seppälä, Lipponen, and Pirttilä-Backman (2012).”
Considering context in psychological leadership research (2009, background): “A new dimension to leadership research that has just begun to unfold is the exploration of the effects of leader differentiation between subordinates on individual and group outcomes (Henderson et al., 2009).”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “Indeed, leadership styles typically precede LMX ratings (Henderson et al., 2009) and meta-analytic evidence reveals performance does not precede LMX (Martin et al.”