Delegation and leader-member exchange: Main effects, moderators, and measurement issues

Chester A. Schriesheim; Linda L. Neider; Terri A. Scandura

doi:10.2307/256909

Delegation and leader-member exchange: Main effects, moderators, and measurement issues

Chester A. Schriesheim, Linda L. Neider, Terri A. Scandura

Research output: Contribution to journal › Article

158 Scopus citations

Abstract

Subordinate and supervisor leader-member exchange (LMX) were examined as correlates of delegation and as moderators of relationships between delegation and subordinate performance and satisfaction. Raw score analyses of data on 106 dyads showed both to be significantly related to delegation and to have similar main and moderating effects for subordinate performance and satisfaction. Finally, within-and between-groups analyses largely supported the level-of-analysis predictions of the LMX approach. Implications for future LMX research are discussed.

Original language	English (US)
Pages (from-to)	298-318
Number of pages	21
Journal	Academy of Management Journal
Volume	41
Issue number	3
DOIs	https://doi.org/10.2307/256909
State	Published - Jun 1998
Externally published	Yes

ASJC Scopus subject areas

Business and International Management
Business, Management and Accounting(all)
Strategy and Management
Management of Technology and Innovation

Access to Document

10.2307/256909

Fingerprint Dive into the research topics of 'Delegation and leader-member exchange: Main effects, moderators, and measurement issues'. Together they form a unique fingerprint.

Cite this

Schriesheim, C. A., Neider, L. L., & Scandura, T. A. (1998). Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal, 41(3), 298-318. https://doi.org/10.2307/256909

@article{870a92367d1448ac9dc1ca0e8dcb6406,

title = "Delegation and leader-member exchange: Main effects, moderators, and measurement issues",

abstract = "Subordinate and supervisor leader-member exchange (LMX) were examined as correlates of delegation and as moderators of relationships between delegation and subordinate performance and satisfaction. Raw score analyses of data on 106 dyads showed both to be significantly related to delegation and to have similar main and moderating effects for subordinate performance and satisfaction. Finally, within-and between-groups analyses largely supported the level-of-analysis predictions of the LMX approach. Implications for future LMX research are discussed.",

author = "Schriesheim, {Chester A.} and Neider, {Linda L.} and Scandura, {Terri A.}",

year = "1998",

month = jun,

doi = "10.2307/256909",

language = "English (US)",

volume = "41",

pages = "298--318",

journal = "Academy of Management Journal",

issn = "0001-4273",

publisher = "Academy of Management",

number = "3",

}

TY - JOUR

T1 - Delegation and leader-member exchange

T2 - Main effects, moderators, and measurement issues

AU - Schriesheim, Chester A.

AU - Neider, Linda L.

AU - Scandura, Terri A.

PY - 1998/6

Y1 - 1998/6

N2 - Subordinate and supervisor leader-member exchange (LMX) were examined as correlates of delegation and as moderators of relationships between delegation and subordinate performance and satisfaction. Raw score analyses of data on 106 dyads showed both to be significantly related to delegation and to have similar main and moderating effects for subordinate performance and satisfaction. Finally, within-and between-groups analyses largely supported the level-of-analysis predictions of the LMX approach. Implications for future LMX research are discussed.

AB - Subordinate and supervisor leader-member exchange (LMX) were examined as correlates of delegation and as moderators of relationships between delegation and subordinate performance and satisfaction. Raw score analyses of data on 106 dyads showed both to be significantly related to delegation and to have similar main and moderating effects for subordinate performance and satisfaction. Finally, within-and between-groups analyses largely supported the level-of-analysis predictions of the LMX approach. Implications for future LMX research are discussed.

UR - http://www.scopus.com/inward/record.url?scp=0032220242&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0032220242&partnerID=8YFLogxK

U2 - 10.2307/256909

DO - 10.2307/256909

M3 - Article

AN - SCOPUS:0032220242

VL - 41

SP - 298

EP - 318

JO - Academy of Management Journal

JF - Academy of Management Journal

SN - 0001-4273

IS - 3

ER -