Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development
- 1 February 1998
- journal article
- research article
- Published by SAGE Publications in Journal of Management
- Vol. 24 (1), 43-72
- https://doi.org/10.1177/014920639802400105
Abstract
Whether Leader-Member Exchange (LMX) is a unidimensional or a multidimensional construct was assessed through the development and validation of a multidimensional measure. Item analysis involving 302 working students, followed by construct and criterion-related validation using 249 employees representing two organizations resulted in a multidimensional LMX scale. The results provided support for the affect, loyalty, and contribution dimensions identified by Dienesch and Liden (1986), as well as a fourth dimension, professional respect.Keywords
This publication has 81 references indexed in Scilit:
- Leadership and Empowerment: A Social Exchange PerspectiveHuman Relations, 1995
- Parsimony‐based fit indices for multiple‐indicator models: Do they work?Structural Equation Modeling: A Multidisciplinary Journal, 1994
- Self-Appraisal and Attributions: A Test of a ModelJournal of Management, 1993
- EFFECTS OF SELF‐ESTEEM ON LENIENCY BIAS IN SELF‐REPORTS OF PERFORMANCE: A STRUCTURAL EQUATION MODEL ANALYSISPersonnel Psychology, 1989
- Social structure in leader‐member interactionCommunication Monographs, 1989
- A role set analysis of managerial reputationOrganizational Behavior and Human Performance, 1984
- The vertical dyad linkage model of leadership: Problems and prospectsOrganizational Behavior and Human Performance, 1984
- The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchangeOrganizational Behavior and Human Performance, 1984
- The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment modelOrganizational Behavior and Human Performance, 1982
- A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making processOrganizational Behavior and Human Performance, 1975