The folly of theorizing “A” but testing “B”: A selective level-of-analysis review of the field and a detailed Leader–Member Exchange illustration

By C. Schriesheim, Stephanie L. Castro, X. Zhou, Francis J. Yammarino. 2001

169 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d589c44e44bc3fffb1caf4f11db906a5a733caa0

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

Citations in the corpus

Team-Centric Leadership: An Integrative Review (2016, background): “However, the in-group/outgroup subgrouping phenomenon became less emphasized over time, and much of the empirical research on LMX has examined individual-level perceptions of LMX quality and individual-level outcomes (Schriesheim et al. 2001).”
The Leader–Member Exchange Relationship (2016, methodology): “This scale has been used extensively in prior organizational research and has acceptable psychometric properties (e.g., Chun, Yammarino, Dionne, Sosik, & Moon, 2009; Schriesheim, Castro, & Yammarino, 2000; Schriesheim et al., 2001).”
A 25-year perspective on levels of analysis in leadership research (2014, unknown): “…2003; Jaussi & Dionne, 2003; Jung, 2001; Kark, Shamir, & Chen, 2003; Kim & Yukl, 1995; Markham, 2010, 2012; Schriesheim, Neider, & Scandura, 1998; Schriesheim et al., 1995, 2000, 2001; Sivasubramaniam, Murry, Avolio, & Jung, 2002; Sosik, Avolio, & Kahai, 1998; Sosik, Godshalk, & Yammarino, 2004;…”
Leader–member exchange, shared values, and performance: Agreement and levels of analysis do matter (2010, unknown): “To adequately understand this proposition, however, requires an examination of LMX in a multiple-levels-of-analysis framework (Dansereau, 1995; Schriesheim et al., 2001; Yammarino et al., 2005).”
Linking Justice, Performance, and Citizenship via Leader–Member Exchange (2008, background): “As Schriesheim et al. (2001) noted, since there is little agreement between ratings of LMX for supervisors and subordinates, what are we really studying if we only get one side of the story?”
LMX Differentiation: A Multilevel Review and Examination of its Antecedents and Outcomes (2009, background): “This context shapes the experiences and cognitions of the leader and group members, as they evaluate the dynamics and outcomes of their own dyadic relations in comparison to those of other leader– subordinate dyads in the group (Henderson et al., 2008; Schriesheim et al., 2001).”