A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks

In a field study of 114 participants, the authors tested components of leader—member exchange (LMX) theory within the context of informal organizational networks, finding support for instrumental components within quality LMX relationships. Similarity to leader competence and personality was relevant to follower-rated LMX. In addition, leader centrality moderated the relationship between interaction frequency and follower-rated LMX. Leader-rated LMX quality was related to personality and competence similarity to followers, but only when followers' advice centrality was high. Outside workgroup centrality positively moderated relationships between inside workgroup centrality and LMX quality. Overall, the instrumental value to LMX quality was emphasized more for leaders than for followers.

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