Description
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership.LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
Table of Contents
Part One: Foundations of Leader-Member Exchange (LMX) 1. Introduction to This HandbookTalya N. Bauer & Berrin Erdogan2. Leader-Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership TheoryDavid V. Day & Darja Miscenko3. LMX MeasurementRobert C. Liden, Junfeng Wu, Aarn Xiaoyun Cao & Sandy J. Wayne4. Leader-Member Exchange (LMX) from the Resource Exchange Perspective: Beyond Resource Predictors and Outcomes of LMXJared C. Law-Penrose, Kelly Schwind Wilson & David Taylor5. Leader-Member Exchange and JusticeSuzanne S. Masterson & Marcia L. LensgesPart Two: Antecedents of LMX 6. How and Why High Leader-Member Exchange (LMX) Relationships Develop: Examining the Antecedents of LMXJennifer D. Nahrgang & Jungmin Jamie Seo7. Leader and Follower Personality and LMXBrigit SchynsPart Three: Consequences of LMX 8. LMX and Work Attitudes: Is There Anything Left Unsaid or Unexamined?Olga Epitropaki & Robin Martin9. Leader-Member Exchange and Performance: Where We Are and Where We Go from HereFadel K. Matta & Linn Van Dyne10. LMX and CreativityPamela Tierney11. Leader-Member Exchange from a Job-Stress PerspectiveSabine Sonnentag & Alexander Pundt12. Leader-Member Exchange and Emotion in OrganizationsHerman H. M. Tse, Ashlea C. Troth & Neal M. Ashkanasy13. Leader-Member Exchange and Newcomer AdjustmentLe Zhou & Mo Wang14. Consequences of High LMX: Career Mobility and SuccessMaria L. Kraimer, Scotte E. Seibert & Stacy L. AstrovePart Four: LMX Beyond the Dyad 15. LMX Differentiation: Understanding Relational Leadership at Individual and Group LevelsSmriti Anand, Prajya R. Vidyarthi, & Hae Sang Park16. Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and ResearchRaymond T. Sparrowe & Cècile Emery17. Leader-Member Exchange and Organizational Culture and ClimateVicentè González-RomáPart Five: Issues in LMX 18. "Good" Leadership: Using Corporate Social Responsibility to Enhance Leader-Member ExchangeDrew B. Mallory & Deborah E. Rupp19. Relational Leadership through the Lens of International LMX ResearchEkin K. Pellegrini20. Diversity and LMX DevelopmentCaren Goldberg & Patrick F. McKay21. Does Age Matter to LMX and Its Outcomes? A Review and Future Research DirectionsDonald M. Truxillo & Gabriela Burlacu22. Wrap Up and Future Research DirectionsBerrin Erdogan & Talya Bauer
