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 language | English (US) |
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Pages (from-to) | 920-932 |
Number of pages | 13 |
Journal | Leadership Quarterly |
Volume | 20 |
Issue number | 6 |
DOIs | |
State | Published - Dec 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