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LMX Bibliography: Tony Daniel

Page history last edited by elisabeth higgins null 11 years, 2 months ago

Bartram, T. & Casimir, G. (2007). The relationship between leadership and follower in-role performance and satisfaction with the leader. Leadership & Organization Development Journal, 28(1), 4-19.
Bauer, T.N., Erdogan, B., Liden, R.C., & Wayne, S.J. (2006). A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development. Journal of Applied Psychology, 91(2), 298-310.
Bauer, T. N. & Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.
Burton, J. P., Sablynski, C. J., & Sekiguchi, T. (2008). Linking justice, performance, and citizenship via leader-member exchange. Journal of Business& Psychology, 23(1), 51-61.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46-78.
Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group and Organization Management, 23(2), 189-216.
Dienesch, R. M. & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(1), 618-634.
Graen, G. B. & Cashman, J. (1975). A role-making model of leadership in formal organizations: A developmental approach. J. G. Hunt & L. L. Larson (Eds.). Leadership frontiers, Kent, OH: Kent State University Press.
Graen, G. B. & Cashman, J. (1975). A role-making model of leadership in formal organizations: A developmental approach. J. G. Hunt & L. L. Larson (Eds.). Leadership frontiers, Kent, OH: Kent State University Press.
Greguras, G. J. & Ford, J. M. (2006). An examination of the multidimensionality of supervisor and subordinate perceptions of leader-member exchange. Journal of Occupational Psychology, 79(1), 433-465.
Hein, S. & Lawson, G. (2008). Triadic supervision and its impact on the role of the supervisor: A qualitative examination of supervisors’ perspectives. Counselor Education & Supervision, 48(1), 16-31.
Karnes, R. (2009). A change in business ethics: The impact on employer-employee relations. Journal of Business Ethics, 87(2), 189-197.
Konovsky, M. A. & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37(3), 656-669.
Laschinger, H. K., Purdy, N., & Almost, J. (2007). The impact of leader-member exchange quality, empowerment, and core self-evaluation on nurse manager’s job satisfaction. Journal of Nursing Administration, 37(5), 221-229.
Liden, R. C. & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(1), 451-465.
Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
Lo, M. C., Ramayah, T., & Hui, J.K.S. (2006). An investigation of leader member exchange effects on organizational citizenship behavior in Malaysia, Journal of Business and Management, 12(1), 5-23.
investigation of newcomer expectations, early socialization outcomes and the moderating effects of role development factors. Journal of Applied Psychology, 80(3), 418-431.
Mardanov, I. T. & Heischmidt, K. (2008). Leader-member exchange and job satisfaction bond and predicted employee turnover. Journal of Leadership & Organizational Studies, 15(2), 159-175.
Mardanov, I., Sterrett, J., & Baker, J. (2007). Satisfaction with supervision and member job satisfaction in leader-member exchange: An empirical study in the restaurant industry. Journal of Applied Management and Entrepreneurship, 12(3), 37-55.
Martin, R., Thomas, G., Charles, K. Epitropaki, O., & McNamara, R. (2005). The role of leader-member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78(1), 141-147.
Milner, K., Katz, L. A., Fisher, J., & Notrica, V. (2007). Gender and the quality of the leader-member exchange: Finding from a South African organisation. South African Journal of Psychology, 37(2), 316-329.
Settoon, R. P. Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219-227.
Sin, H. P., Nahrgang, J. D., & Morgeson, F. P. (2009). Understanding why they don’t see eye to eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied Psychology, 94(4), 1048-1057.
Sparrowe, R.T., Soetjipto, B.W., Kraimer, M.L. (2006). Do leaders’ influence tactics relate to members’ helping behavior? It depends on the quality of the relationship. Academy of Management Journal, 49(6), 1194-1208.
Wang, H., Law, K.S., Hackett, R.D., Wang, D., & Chen, Z.X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.
Yu, D. & Liang, J. (2004). A new model for examining the leader-member exchange (LMX) theory. Human Resource Development International, 7(2), 251-264.
Tony Daniel, Ph.D.
Shorter University

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