Supervisor-subordinate convergence in descriptions of leader-member exchange (LMX) quality: Review and testable propositions

Xiaohua (Tracy) Zhou, Chester A. Schriesheim

Research output: Contribution to journalArticle

35 Scopus citations

Abstract

Theoretical explanations are presented for the poor convergence in supervisor and subordinate leader-member exchange (LMX) descriptions that are commonly reported in the literature. We focus on (1) measurement deficiencies, and (2) differences in supervisor-subordinate perceptions of the LMX construct. Additionally, several other factors (e.g., information-processing styles, attributional biases, etc.) are explored that may explain poor convergence. Testable propositions and suggestions for future research are developed and presented, and the applicability of the explanations to other leadership approaches is considered.

Original languageEnglish (US)
Pages (from-to)920-932
Number of pages13
JournalLeadership Quarterly
Volume20
Issue number6
DOIs
StatePublished - Dec 1 2009

Keywords

  • Differential perception
  • LMX agreement
  • LMX convergence
  • LMX subdimensions

ASJC Scopus subject areas

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

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