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LMX differentiation: a multilevel review and examination of its antecedents and outcomes

Henderson, David J. (2009) LMX differentiation: a multilevel review and examination of its antecedents and outcomes. The Leadership Quarterly, 20 (4). pp. 517-534. ISSN 1048-9843

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Abstract

We examine antecedents and outcomes of leader–member exchange (LMX) differentiation, or the variability in LMX patterns within work groups. Individual-level characteristics and behaviors of leaders and followers, group context, and organizational context variables are presented as antecedents. We review and offer theoretical extensions to research examining the outcomes of LMX differentiation at the individual, group, and organizational levels. Our aim is to contribute to a meso-model of leadership and stimulate research that attends to the core element of the LMX model–LMX differentiation.

Item Type: Article
Official URL: http://www.elsevier.com/wps/find/journaldescriptio...
Additional Information: © 2009 Elsevier B.V.
Library of Congress subject classification: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Sets: Research centres and groups > Employment Relations and Organisational Behaviour Group
Rights: http://www.lse.ac.uk/library/usingTheLibrary/academicSupport/OA/depositYourResearch.aspx
Date Deposited: 11 Aug 2009 15:13
URL: http://eprints.lse.ac.uk/24814/

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