th
40
ANNIVERSARY OF
LMX PROGRAM
LOOK
WHO’S
FORTY
LMX
LMX HONOR ROLE
John Antonakis
Rich Arvey
Min Basadur
Gayle Baugh
Kristin Behfar
Carl P. Borchgrevink
Pamela Brandes
Jacob W. Breland
Zinta S. Byrne
M. Ronald Buckle
Jim Cashman
Stephanie Castro
Chao Chen
Yi Feng Chen
Ziguang Chen
Claudia C. Cogliser
Fred Dansereau
Diya Das
Ted Dass
David V. Day
Gurpreet Dhillon
Ceasar Douglas
Ravi Dharwadkar
Tanguy Dulac
John T. Eggers
Gail T. Fairhurst
Jiing-Lih Farh
Jennifer M. Ferreter
Gerald Ferris
Yitzhak Fried
Stacie Furst
Lewis Gale
Dan Gallagher
Yoav Ganzach
Charlotte Gerstner
Deborah Gibbons
Steve Ginsburg
Devi R. Gnyawali
Hock-Chye Goh
Harold W. Goldstein
Miriam Grace
George B. Graen
Joan Graen
Marty Graen
Mike Graen
Steve Green
Steven L. Grover
Michael J. Gundlach
Qing Liang Gu
Rick D. Hackett
Michael Hadani
Bill Haga
Sean T. Hannah
Jim Hazy
Bill Hoel
Chun Hui
Ajay Mehra
LMX HONOR ROLE
Rosemary HaysThomas
Stephanie Rhea
Hamlett
David J. Henderson
Nathan J. Hiller
Wayne Hochwarter
Chun Hui
Peter L. Jennings
Tom Johnson
Ronit Kark
Christine S-K. Koh
Avi Kluger
Michael W. Kramer
Brigitte Kroon
Wing Lam
Laurent M. Lapierre
Dora Lau
Gregory Laurence
Kenneth S. Law
Jaesub Lee
Ariel S. Levi
Robert C. Liden
Xuefeng Liu
Alex Lopes
Ravindranath (Ravi)
Madhavan
Luis Martin
Josh Marineau
John Maslyn
David M. Mayer
Takao Minami
Marie S. Mitchell
Loren J. Naidoo
Kok-Yee Ng
Mike Novak
Evan Offstein
Dean Orris
James Douglas Orton
Tina Paul
Chunyan Peng
Ronald F. Piccolo
Mike Rumsey
Rudolph J. Sanchez
Karin Sanders
Katsu Sano
Terri A. Scandura
Charles A.
Scherbaum
Birgit Schyns
Bill Schiemann
Anson Seers
Tim Serey
Guo Shaojun
Melvin Smith
Pat Sommerkamp
Lynda J. Song
Diane M. Sullivan
Alex M. Susskind
Elizabeth T. Taylor
LMX HONOR ROLE
Paul E. Tesluk
Henry Thibodeaux
Pam Tierney
Dean Tjosvold
Darren C. Treadway
Mary Uhl-Bien
Dina Van-Dijk
Mitsuru Wakabayashi
Matthew Waller
Hui Wang
Lei Wang
Zong Wang
John Weitzel
Laura A. Williams
Wang Yaoqiu
Satoris S. Youngcourt
Mary Zalesny
Jun Yang
Zhen Zhang
Brief History of Leadership-Motivated Excellence Theory
Graen, G. B. (1976). Role making processes within complex organizations. In M.
D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp.
1201-1245). Chicago: Rand-McNally. (FIRST PROPOSED).
Graen, G. B., Cashman, J. F., Ginsburg, S., & Schiemann, W. (1977). Effects of
linking-pin on the quality of working life of lower participants. Administrative
Science Quarterly, 22, 491-504. (ADDED LINKING-PIN).
Schiemann, W. A. (1977). Structural and interpersonal effects on patterns of
managerial communications: A longitudinal investigation. S. Rains Wallace
Award Doctoral Dissertation, University of Illinois. (FIRST NETWORK).
Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member
exchange and job design on productivity and satisfaction: Testing a dual
attachment model. Organizational Behavior and Human Performance, 30, 109131. (FIRST TRAINING EXPERIENCED).
Graen, G. B., Liden, R. C., & Hoel, M. (1982). Role of leadership in the employee
withdrawal process. Journal of Applied Psychology, 67, 868-872. (FIRST
MULTILEVEL).
Ferris, G. R. (1985). Role of leadership in the employee withdrawal process: A
constructive replication. Journal of Applied Psychology, 70, 777-781.
(REPLICATION OF MULTILEVEL).
Graen, G.B., Scandura, T., & Graen, M. R. (1986). A field experimental test of the
moderating effects of growth need strength on productivity. Journal of Applied
Psychology, 71, 484-491. (TRAINING EXPERIENCED).
Graen, G. B. & Wakabayashi, M. (1994). Cross-cultural leadership making: Bridging
American and Japanese diversity for team advantage. In H. C. Triandis, M. D.
Dunnette, & L. M. Hough (Eds.), Handbook of industrial and organizational
psychology (pp. 414-446). Chicago: Rand-McNally. (MANAGEMENT CAREERS).
Graen, G. B. & Uhl-Bien, M. (1995). Development of leader-member exchange (LMX)
theory of leadership over 25 years: Applying a multi-level multi-domain perspective.
Leadership Quarterly, 6, 219-247. (FIRST REVISION).
Gerstner, C. R., & Day, D. V. (1997). Meta analytic review of leader-member exchange
theory: Correlates and construct ideas. Journal of Applied Psychology, 82, 827-844.
(FIRST META-ANALYSIS)
Uhl-Bien, M., Graen, G. B., & Scandura, T. A. (2000). Implications of leader-member
exchange (LMX) for strategic human resource management systems: Relationships as
social capital for competitive advantage. In G. Ferris, (Ed.), Research in Personnel and
Human Resources Management (Vol. 18, pp. 137-185). Greenwich, CT: JAI Press.
(SOCIAL CAPITAL)
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship
between employee satisfaction employee engagement, and business outcome: A metaanalysis. Journal of Applied Psychology, 87(2), 268-379. (META-ANALYSIS OF
OUTCOMES).
Hackett, R. D., Farh, J-L, Song, L. J. & Lapierre, L. M. (2003). LMX and
organizational citizenship behavior: Examining the links within and across
Western and Chinese samples. In G. Graen (Ed.), LMX leadership: The series.
Vol. 1. Dealing with diversity (pp. 219-263). Greenwich, CT: Information Age
Publishing. (META-ANALYSIS OF LMX AND OCB).
Uhl-Bien, M. & Maslyn, J. (2003). Reciprocity in manager-subordinate
relationships: Components, configurations, and outcomes. Journal of
Management, 29(4) 511-532. (ALLIANCE BUILDING).
Graen, G. B. (2003). Interpersonal workplace theory at the crossroads: LMX
and transformational theory as special cases of role making in work
organizations. In G. Graen (Ed.), LMX leadership: The series. Vol. 1. Dealing
with diversity (pp. 145-182). Greenwich, CT: Information Age Publishing.
(SECOND REVISION).
Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating
leader-member exchange and network perspectives. Administrative Science
Quarterly, 50, 505-535. (ALLIANCE PATTERN)
Graen, G. B., Hui, C., & Taylor, E. (2006). Experience-based learning about LMX
leadership and fairness in project teams: A dyadic directional approach. Academy
of Management Learning and Education, 5(4) 448-460. (FIRST TEAM)
Graen, G. B. Dharwadkar, R. Grewal, R., & Wakabayashi, M. (2006), Japanese career
progress over the long haul: An empirical examination, Journal of International
Business Studies, 37, 148-161. (CAREER OUTCOMES).
Scherbaum, C. A., Naidoo, L. J., & Ferreter, J. M. (2007). Examining component
measures of team leader-member exchange: Using item response theory. In G. B.
Graen & J. A. Graen (Eds.), LMX leadership: The series. Vol. 5. New multinational
network sharing (pp. 129-156). Charlotte, NC: Information Age Publishing. (ITEM
RESPONSE ANALYSIS).
Lam, W., Huang, X., & Snape, E. (2006, August). Why doesn't my feedback seeking
improve my relationship with my boss? Paper presented at the meeting of the
Academy of Management, Atlanta. (AUTHENTICS ONLY).
Naidoo, L. J., Scherbaum, C. A., & Goldstein, H. W. (2008). Examining the relative
importance of leader-member exchange on group performance over time,
Knowledge driven corporation: A discontinuous model. In G. B. Graen & J. A.
Graen (Eds.), LMX leadership: The series. Vol. 6. Knowledge driven corporation:
Complex creative destruction (pp. 211-230). Charlotte, NC: Information Age
Publishing. (LONGITUDINAL IMPORTANCE ANALYSIS).
Mehra, A., Marineau, J., Lopes, A. B. & Dass, T. K. (2009). The co-evolution of
friendship and leadership networks in small groups. In G. B. Graen & J. A. Graen
(Eds.), LMX leadership: The series. Vol. 7. Predator’s game changing designs:
Research-based tools (pp. 145-162). Charlotte, NC: Information Age Publishing.
(NETWORK CHANGE).
Furst, S. A. (2009). Middle managers as game changers: Strategies for reducing
resistance and the role of LMX. In G. B. Graen and J. A. Graen (Eds.) LMX
leadership: The series. Vol. 7. Predator’s game-changing designs: Research-based
tools (pp. 99-122). Charlotte, NC: Information Age Publishing. (RESISTANCE TO
CHANGE).
Graen, G. B., Rowold, J. & Heinitz, K. (2010). Issues in operationalizing and
comparing leadership contracts. Leadership Quarterly, 21(3), 563-575.
(PERFORMANCE FOCUS)
Graen, G. B. (2010). Enhanced employee engagement through high engagement
teams: A top management challenge. In S. Albrecht (Ed.), Handbook of employee
engagement. Cheltenham, UK: Edwin Elgar Publishing. (PROBLEM SOLVING
TEAMS).
Naidoo, L. J., Scherbaum, C. A., Goldstein, H. W. & Graen, G. B. (in press). A
longitudinal examination of the effects of LMX, ability, and differentiation on
team performance. Journal of Business and Psychology. (TEAM PERFORMANCE)
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., Ferris, G. R. (in
press). A meta-analysis of antecedents and consequences of leader-member
exchange: Integrating the past with an eye toward the future. Journal of
Management. . (LATEST META-ANALYSIS)
Graen, G. B. (2012). The missing link in network dynamics. In M. Rumsey (Ed.),
The many sides of leadership: A handbook. London, UK: Oxford University
Press (LEADER MOTIVATED XCELLENCE THEORY).
The Discovery Process Over 40 Years
Q1. During creation of new organization of 300 employees,
what outcropping of leadership is related to subsequent
engagement and job performance?
A1. Not ALS, but interpersonal strategic connection (some
given greater decision latitude than others (2 items).
Q2. What are the operating characteristics of this connection
over the organizations life cycle?
A2. Predictable growth from strangers to acquaintances to
mature linkages.
Q3. Are these outcroppings visible to business unit?
A3. Yes, ranking of effectiveness of working relationship and
LMX-4 correlated .50.
Q4. Can we get better handles on LMX?
A4. Yes, LMX-7, Team LMX.
Q5. Can it be learned by managers?
A5. Yes, with 50% productivity gains.
Q6. Can it improve performance of project teams?
A6. Yes, when tested.
Q7. Is it finished?
A7. Not until all managers do the human side of their jobs as
well as the administrative side.
QUICK LMX
My job #1 is to watch your back and
make you the best you want to be.
AND
Your job #1 is to do the same for me
Is it a deal?
NEW MEASURE OF LMX
6 Item (Short Form)
CITC
M
SD
Max IIF
How satisfied is your (colleague, supervisor, .84
or subordinate) with your work?
3.52
1.12
2.92
My (colleague, supervisor, subordinate)
would help me with my job problem?
.90
3.61
1.16
8.06
My (colleague, supervisor, subordinate) has .89
confidence in my ideas?
3.59
1.09
8.44
My (colleague, supervisor, subordinate) has .88
trust that I would carry my workload?
3.64
1.12
5.38
My (colleague, supervisor, subordinate) has .89
respect for my capabilities?
3.65
1.09
5.44
I have an excellent working relationship
with my (colleague, supervisor,
subordinate)?
3.59
1.08
3.55
.85