Not all leader–member exchanges are created equal: Importance of leader relational identity

By Chu-Hsiang (Daisy) Chang, Russell E. Johnson. 2010

92 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cf534d29df4a0767635e26bcbcae4fef32ddbb42

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “Finally, leadership is socially constructed (Meindl, 1995), being tied to the influence and perceptions of multiple parties (Hall & Lord, 1995; Lord, 1977) as well as contexts that change over time (Chang & Johnson, 2010; Dulebohn, Boomer, Liden, Brouer, & Ferris, 2012; Lord & Maher, 1991).”
Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs (2015, unknown): “We turn now to follower relational identification with the leader (Chang & Johnson, 2011; Walumbwa & Hartnell, 2011).”
Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives (2014, unknown): “…& Ilies, 2006; Dinh & Lord, 2012; Lee, Aaker, & Gardner, 2000; Trichas & Schyns, 2012), and macro processes, such as the social–relational context (Chang & Johnson, 2010; DeRue & Ashford, 2010; Erdogan, Kraimer, & Liden, 2007; Gardner & Avolio, 1998; Liden, Sparrowe, & Wayne, 1997), dynamically…”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “To this end, our work underscores the importance of incorporating relational demography in studies at the intersection of upper echelons, team diversity and leadership research (Chang & Johnson, 2010; Finkelstein et al., 2009; Hambrick, 2007).”
Leadership and followership identity processes: A multilevel review ☆ (2017, methodology): “Specifically, Chang and Johnson (2010) found leader relational identity to positively affect follower-rated LMX. Johnson, Venus, Lanaj, Mao, and Chang (2012) also examined all three levels of self and found leader identity to be an important predictor of leadership behaviors such as…”