LMX and Subordinate Performance: The Moderating Effects of Task Characteristics

By Kenneth Dunegan, Mary Uhl‐Bien, Dennis Duchon. 2002

114 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c138380251cb7810e1d95ed122fed89cf28d55bf

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. Arnold B. Bakker
2. Evangelia Demerouti
3. Machteld van den Heuvel
4. Kimberley Breevaart
5. Wilmar B. Schaufeli
6. M. Tims
7. Toon W. Taris
8. Daantje Derks

In Social Psychology

1. Evangelia Demerouti
2. Arnold B. Bakker
3. Machteld van den Heuvel
4. Wilmar B. Schaufeli
5. Kimberley Breevaart
6. M. Tims
7. Toon W. Taris
8. Kurt Matzler

Citations in the corpus

• The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China (2010, unknown): “Second, because previous studies have shown that the link between LMX and work performance is not uniformly positive, some authors call for future investigation into potential moderators of the LMX–performance link (Bauer, Erdogan, Liden and Wayne 2006 ; Dunegan, Uhl-Bien and Duchon 2002 ).”
• Leader-member exchange, work engagement, and job performance (2015, background): “Research has indeed shown that leaders in high-quality LMX relationships reduce role conflict, role ambiguity, and role overload (e.g. Dunegan et al., 2002; Lagace et al., 1993).”