TY - JOUR
T1 - Leader‐Member Exchange (LMX) and performance
T2 - a meta‐analytic review
AU - Martin, Robin
AU - Guillaume, Yves
AU - Thomas, Geoff
AU - Lee, Allan
AU - Epitropaki, Olga
N1 - This is the peer reviewed version of the following article: Martin, R, Guillaume, Y, Thomas, G, Lee, A & Epitropaki, O 2015, 'Leader‐Member Exchange (LMX) and performance: a meta‐analytic review' Personnel psychology, vol Accepted article, which has been published in final form at http://dx.doi.org/10.1111/peps.12100. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
PY - 2016
Y1 - 2016
N2 - This paper reports a meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source- and method-biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.
AB - This paper reports a meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source- and method-biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.
UR - http://www.scopus.com/inward/record.url?scp=84928397106&partnerID=8YFLogxK
UR - http://onlinelibrary.wiley.com/doi/10.1111/peps.12100/abstract
U2 - 10.1111/peps.12100
DO - 10.1111/peps.12100
M3 - Article
SN - 0031-5826
VL - 69
SP - 67
EP - 121
JO - Personnel Psychology
JF - Personnel Psychology
IS - 1
ER -