Influence of leader behaviors on the leader‐member exchange relationship

Abstract

Purpose – Many studies have examined outcomes and antecedents of leader-member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX. Design/methodology/approach – This paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship. Findings – Four of the five relations-oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task-oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations-oriented aspects of transformational leadership appear to have more influence on LMX than the change-oriented aspects. Originality/value – The present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.