When is LMX instrumental to leader emergence? A cross-level moderation analysis

Zhen Zhang, Zhen Wang, David Waldman, Kan Shi

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

This study examines contingencies regarding the relationship between leader-member exchange (LMX) quality and employees' emergence as leaders, as perceived by peers. Based on a multisource data set (429 members in 79 customer service teams), we found that the LMX-leader emergence relationship was moderated by team shared vision and power distance values. LMX is more strongly and positively related to leader emergence in teams with higher shared vision and higher power distance values. These results are discussed in terms of management's role in promoting informal leader emergence, thereby potentially improving team effectiveness.

Original languageEnglish (US)
Title of host publicationAcademy of Management 2009 Annual Meeting: Green Management Matters, AOM 2009
StatePublished - 2009
Event69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States
Duration: Aug 7 2009Aug 11 2009

Other

Other69th Annual Meeting of the Academy of Management, AOM 2009
CountryUnited States
CityChicago, IL
Period8/7/098/11/09

Keywords

  • Leader emergence
  • LMX
  • Shared vision

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation
  • Industrial relations

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  • Cite this

    Zhang, Z., Wang, Z., Waldman, D., & Shi, K. (2009). When is LMX instrumental to leader emergence? A cross-level moderation analysis. In Academy of Management 2009 Annual Meeting: Green Management Matters, AOM 2009