Preparation of this article was supported by the Kravis Leadership Institute and partially funded by a grant from the Bertha and John Garabedian Foundation. We wish to thank Martin M. Chemers and reviewers from Claremont Graduate University for their comments on earlier drafts of this paper.
The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1
Version of Record online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 29, Issue 7, pages 1371–1394, July 1999
How to Cite
Murphy, S. E. and Ensher, E. A. (1999), The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality. Journal of Applied Social Psychology, 29: 1371–1394. doi: 10.1111/j.1559-1816.1999.tb00144.x
- Issue online: 31 JUL 2006
- Version of Record online: 31 JUL 2006
This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.