Exploring work unit context and leader-member exchange: A multi-level perspective

Claudia C. Cogliser, Chester Schriesheim

Research output: Contribution to journalArticle

150 Citations (Scopus)

Abstract

Leader-member exchange relationships have rarely been explored within the context of the work unit. Employing a sample of 285 employees of a southeastern county library system, the work unit contextual factors of work group size, work group cohesiveness, organizational climate, and leader power were examined for their relationship with LMX from the subordinate's perspective, using a within and between analysis (WABA) approach. All of the contextual variables except size were significantly related to LMX. The WABA and rWG analyses revealed that effects occurred at both within- and between-group levels, indicating individual difference effects. Thus, practitioners should emphasize enhancements to group and organizational processes as well as contributions toward relationship building in LMX dyads. Future research should expand the network of contextual variables that may have potential relevance with LMX, since this study demonstrated that the work context in which the dyad resides contributes in part to the LMX phenomenon. Additional study of the work unit size and LMX relationship is also warranted, as the current research failed to replicate previous research with a predicted negative relationship.

Original languageEnglish (US)
Pages (from-to)487-511
Number of pages25
JournalJournal of Organizational Behavior
Volume21
Issue number5
StatePublished - Aug 2000

Fingerprint

leader
dyad
group size
group work
Group Processes
Research
Individuality
Group
Libraries
employee
Multi-level perspective
Leader-member exchange
climate
Work groups
Dyads
Organizational climate
Contextual factors
Individual differences
Organizational processes
Enhancement

ASJC Scopus subject areas

  • Organizational Behavior and Human Resource Management
  • Psychology(all)
  • Applied Psychology

Cite this

Exploring work unit context and leader-member exchange : A multi-level perspective. / Cogliser, Claudia C.; Schriesheim, Chester.

In: Journal of Organizational Behavior, Vol. 21, No. 5, 08.2000, p. 487-511.

Research output: Contribution to journalArticle

@article{1bd0a37376204e27b2bf0fb3514c1882,
title = "Exploring work unit context and leader-member exchange: A multi-level perspective",
abstract = "Leader-member exchange relationships have rarely been explored within the context of the work unit. Employing a sample of 285 employees of a southeastern county library system, the work unit contextual factors of work group size, work group cohesiveness, organizational climate, and leader power were examined for their relationship with LMX from the subordinate's perspective, using a within and between analysis (WABA) approach. All of the contextual variables except size were significantly related to LMX. The WABA and rWG analyses revealed that effects occurred at both within- and between-group levels, indicating individual difference effects. Thus, practitioners should emphasize enhancements to group and organizational processes as well as contributions toward relationship building in LMX dyads. Future research should expand the network of contextual variables that may have potential relevance with LMX, since this study demonstrated that the work context in which the dyad resides contributes in part to the LMX phenomenon. Additional study of the work unit size and LMX relationship is also warranted, as the current research failed to replicate previous research with a predicted negative relationship.",
author = "Cogliser, {Claudia C.} and Chester Schriesheim",
year = "2000",
month = "8",
language = "English (US)",
volume = "21",
pages = "487--511",
journal = "Journal of Organizational Behavior",
issn = "0894-3796",
publisher = "John Wiley and Sons Ltd",
number = "5",

}

TY - JOUR

T1 - Exploring work unit context and leader-member exchange

T2 - A multi-level perspective

AU - Cogliser, Claudia C.

AU - Schriesheim, Chester

PY - 2000/8

Y1 - 2000/8

N2 - Leader-member exchange relationships have rarely been explored within the context of the work unit. Employing a sample of 285 employees of a southeastern county library system, the work unit contextual factors of work group size, work group cohesiveness, organizational climate, and leader power were examined for their relationship with LMX from the subordinate's perspective, using a within and between analysis (WABA) approach. All of the contextual variables except size were significantly related to LMX. The WABA and rWG analyses revealed that effects occurred at both within- and between-group levels, indicating individual difference effects. Thus, practitioners should emphasize enhancements to group and organizational processes as well as contributions toward relationship building in LMX dyads. Future research should expand the network of contextual variables that may have potential relevance with LMX, since this study demonstrated that the work context in which the dyad resides contributes in part to the LMX phenomenon. Additional study of the work unit size and LMX relationship is also warranted, as the current research failed to replicate previous research with a predicted negative relationship.

AB - Leader-member exchange relationships have rarely been explored within the context of the work unit. Employing a sample of 285 employees of a southeastern county library system, the work unit contextual factors of work group size, work group cohesiveness, organizational climate, and leader power were examined for their relationship with LMX from the subordinate's perspective, using a within and between analysis (WABA) approach. All of the contextual variables except size were significantly related to LMX. The WABA and rWG analyses revealed that effects occurred at both within- and between-group levels, indicating individual difference effects. Thus, practitioners should emphasize enhancements to group and organizational processes as well as contributions toward relationship building in LMX dyads. Future research should expand the network of contextual variables that may have potential relevance with LMX, since this study demonstrated that the work context in which the dyad resides contributes in part to the LMX phenomenon. Additional study of the work unit size and LMX relationship is also warranted, as the current research failed to replicate previous research with a predicted negative relationship.

UR - http://www.scopus.com/inward/record.url?scp=0034237905&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0034237905&partnerID=8YFLogxK

M3 - Article

AN - SCOPUS:0034237905

VL - 21

SP - 487

EP - 511

JO - Journal of Organizational Behavior

JF - Journal of Organizational Behavior

SN - 0894-3796

IS - 5

ER -