The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time

Jennifer D. Nahrgang; Frederick P. Morgeson; Remus Ilies

doi:10.1016/j.obhdp.2008.09.002

The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time

Jennifer D. Nahrgang, Frederick P. Morgeson, Remus Ilies

Research output: Contribution to journal › Article › peer-review

190 Scopus citations

Abstract

Scholars have long recognized the importance of leader-member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader-member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.

Original language	English (US)
Pages (from-to)	256-266
Number of pages	11
Journal	Organizational Behavior and Human Decision Processes
Volume	108
Issue number	2
DOIs	https://doi.org/10.1016/j.obhdp.2008.09.002
State	Published - Mar 2009
Externally published	Yes

Keywords

Growth-curve modeling
LMX
Leader-member exchange
Leadership
Performance
Personality

ASJC Scopus subject areas

Applied Psychology
Organizational Behavior and Human Resource Management

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10.1016/j.obhdp.2008.09.002

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abstract = "Scholars have long recognized the importance of leader-member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader-member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.",

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AB - Scholars have long recognized the importance of leader-member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader-member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.

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The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time

Abstract

Keywords

ASJC Scopus subject areas

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