Comparing antecedents and consequences of leader – member exchange in a German working context to findings in the US

By B. Schyns, T. Paul, G. Mohr, H. Blank. 2005

146 citations recorded by the source corpus.

This article gives an overview of several studies focusing on antecedents and consequences of leader – member exchange (LMX) in a German working context and compares these results to results from prior studies in the US. The German results indicate that relationship tenure is not related to LMX. However, span of supervision is shown to be relevant in the followers' evaluation of LMX. With respect to the consequences of LMX, results indicate that delegation as well as commitment and occupational self-efficacy are positively related to LMX. Some of the results differ from US results, namely, antecedents are related to LMX to a lower degree in Germany and consequences to a higher degree. Based on these results, future research should take into account the country in which the LMX data is collected in order to be able to make more precise statements about the respective relationships.

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Citations in the corpus

The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement (2009, result): “Moreover, such results have been repeatedly obtained in different countries and cultures (eg, Anseel & Lievens, 2007 ; Erdogan, Liden, & Kraimer, 2006 ; Schyns, Paul, Mohr, & Blank, 2005 ), thus suggesting that the effects of LMX are very robust.”
HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES (2011, background): “According to this framework, high quality LMXs increase beneficial efficacy cognitions (Murphy & Ensher, 1999; Schyns, 2004; Schyns et al., 2005).”
The effects of perceived external prestige, ethical organizational climate, and leader‐member exchange (LMX) quality on employees' commitments and their subsequent attitudes (2011, result): “This is consistent with a large body of research suggesting the importance of the relationship quality with supervisor for employee commitment (Aryee and Chay, 1994; Colarelli and Bishop 1990; Major et al., 1995; Schyns et al., 2005).”
The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: a social-exchange perspective (2014, background): “Compared to individuals with low-quality LMXs, individuals with high-quality LMXs have higher levels of self-efficacy (Murphy and Ensher, 1999; Schyns et al., 2005), greater involvement in decision-making processes and are more empowered (Yukl and Fu, 1999), receive more supportive communication fro”
A Short Version of the Occupational Self-Efficacy Scale: Structural and Construct Validity Across Five Countries (2008, background): “…commitment has, in fact, been empirically supported on a general level (Bozeman, Perrewe, Hochwarter, & Brymer, 2001; Tracey, Hinkin, Tannenbaum, & Mathieu, 2001) and on a more specific level, in the case of the Occupational Self-Efficacy Scale (Schyns et al., 2005; Schyns & von Collani, 2002).”
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work (2008, background): “The affiliation with the ingroup is related to employees’ feelings of being accepted and valued, employees’ motivation (Lagace et al., 1993), and employees’ occupational self-efficacy ( Schyns, Paul, Mohr, & Blank, 2005 ).”
Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence (2010, background): “There may be some structural concerns such as span of control (i.e., the number of followers reporting to a particular leader; see Green et al., 1996; Schriesheim et al., 2000; Schyns et al., 2005) and whether or not the leader is colocated with the followers.”