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What do managers value in the leader-member exchange (LMX) relationship? Identification and measurement of the manager’s perspective of LMX (MLMX)

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  • Uhl-Bien, Mary
  • Carsten, Melissa
  • Huang, Lei
  • Maslyn, John

Abstract

LMX research assumes that manager needs from the relationship are the same as those of subordinates and, therefore, the dimensions managers use to assess their relationship quality with subordinates should be the same as those used by their subordinates. Yet, seminal research in LMX theory and subsequent findings suggest that this is not the case. In this paper we theorize and develop a measure of manager-LMX (MLMX), which represents what managers want and need from leader-member relationships. Our findings across a series of studies show that what managers value in leader-member dyadic relationships is represented by three MLMX dimensions: competence (the subordinate’s ability to work effectively and independently), candor (providing helpful communication to the manager) and shared goals (being committed to the manager’s mission and vision). Our findings show that MLMX has predictive validity over SLMX-7 and the SMDM measures, and that the MLMX dimensions differentially predict manager outcomes, including follower contribution to goal attainment, manager emotional exhaustion from working with the subordinate, and follower turnover. Our research offers important theoretical and practical contributions by appropriately aligning the ontological unit (individualized manager-LMX) with the analytical unit (the MLMX measure) and establishing a measure of manager-LMX that helps us gain novel insight into the manager view of the leader-member relationship.

Suggested Citation

  • Uhl-Bien, Mary & Carsten, Melissa & Huang, Lei & Maslyn, John, 2022. "What do managers value in the leader-member exchange (LMX) relationship? Identification and measurement of the manager’s perspective of LMX (MLMX)," Journal of Business Research, Elsevier, vol. 148(C), pages 225-240.
    • Handle: RePEc:eee:jbrese:v:148:y:2022:i:c:p:225-240
    DOI: 10.1016/j.jbusres.2022.04.041
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    References listed on IDEAS

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    1. Liuqi Sun & Chongrong Huang & Zhifan Wu & Chengyan Li, 2023. "How does humble leadership influence employee improvisation? A motivational perspective," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-11, December.

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