An examination of the multidimensionality of supervisor and subordinate perceptions of leader-member exchange

By G. J. Greguras, J. Ford. 2006

176 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/847d250f7270fd4ca1a558a2019d22788a9afe5c

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. J. Nahrgang
2. R. Ilies
3. Adam M. Grant
4. F. Morgeson
5. K. Heischmidt
6. Sharon K. Parker
7. Bruce J. Avolio
8. Fred Walumbwa

In Social Psychology

1. R. Ilies
2. F. Morgeson
3. J. Nahrgang
4. Adam M. Grant
5. Bruce J. Avolio
6. Fred Walumbwa
7. Linn van Dyne
8. T. Judge

Citations in the corpus

• The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time (2009, background): “This practice continues despite the fact that assessing a relationship from only one perspective may provide an incomplete or inaccurate depiction of the relationship (Greguras & Ford, 2006).”
• Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover (2008, background): “Although LMX has been studied extensively (Greguras & Ford, 2006; Harris et al., 2007; Elicker et al., 2006; Liang et al., 2007; Liden & Maslyn, 1998; Lussier & Achua, 2004; Morrow et al., 2005), few studies have been done that focus exclusively on the relationship formed between a supervisor and…”
• Leveraging Leaders (2015, unknown): “44* Performance 3 Harris et al. (2014) .”