Leader Member Exchange A Study of Antecedents and Organizational Outcomes

Abstract

Research on LMX (Leader-member exchange) is based on the assumption that the quality of newlinethe relationship between the supervisor and the subordinate affects important individual and newlineorganizational outcomes. This suggests that both the supervisor and the subordinate are newlinerelevant parties when studying LMX, yet most research has studied LMX from either the newlinesupervisor or the subordinate s perspective. Recent research has reiterated that it is important newlineto study dyadic LMX i.e. LMX studied from both the leaders and the subordinates newlineperspective because agreement/disagreement of LMX quality has implications on important newlinework outcomes like performance, commitment, etc. Yet, there are very few studies that have newlineexplored dyadic LMX. So, the researcher proposed to study dyadic LMX. There has also been newlinea call from researchers to explore antecedents and consequences of dyadic LMX. So the newlineresearcher has also explored value congruence with the supervisor as an antecedent of dyadic newlineLMX (operationalized as LMX congruence) and organizational commitment (OC) as a newlineconsequence of it. This study also examined if value congruence with the organization newlinemoderates the relationship between LMX and OC. A survey was used to collect data from IT newlinecompanies of different sizes from the Gujarat state region for this study. 385 supervisorsubordinate newlinedyads completed the survey which included measures of LMX, values and newlineorganizational commitment. To measure congruence supervisor and subordinate responses newlinewere matched for LMX and profile similarity indices were calculated for value congruence newlinemeasures. For analysis within and Between Analysis (WABA) was used given the dyadic newlinenature of the data. The results showed that value congruence with the supervisor had no newlinerelationship with LMX. They also showed that LMX congruence had differential impact on newlineorganizational commitment. As expected, balanced low and balanced high dyads were newlineassociated with relatively low and high levels of OC respectively, while the incongruent newlinecombinations generally yielded inte