Leader–member exchange and its dimensions: Effects of self-effort and other's effort on relationship quality.

TLDR

The authors surveyed 232 manager‑subordinate dyads about effort invested in developing LMX, expectations of relationship quality, and future effort intentions, and examined four LMX dimensions to uncover dimension‑specific effects. Results showed that mutual effort by both parties produced higher quality LMX and met expectations, while high effort by one with low effort by the other lowered quality; dimension‑specific effects were noted, and future effort was greatest in long‑tenured high‑quality relationships.

Abstract

Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth effort into relationship development. One's own higher effort coupled with lower effort by the other was associated with a lower quality LMX relationship. Examination of the 4 dimensions of LMX (R. C. Liden & J. M. Maslyn, 1998) revealed unique effects depending on the dimension considered. In addition, LMX and relationship tenure interacted, showing that future effort toward relationship development was greatest when individuals had been in higher quality relationships for longer periods of time.