Both Sides Now: Supervisor and Subordinate Perspectives on Relationship Quality

Authors


1Correspondence concerning this article should be addressed to Laura L. Paglis, School of Business Administration, University of Evansville, 1800 Lincoln Avenue, Evansville, IN 47722. E-mail: 1p39@evansville.edu

Abstract

Traditional leader–member exchange (LMX) research typically measures quality of exchange from the subordinate's or member's perspective—LMX(m). In this research, we propose a new construct, LMX(l), which reflects a supervisor's or leader's perception of the value delivered by his or her subordinate in the exchange relationship. Together, LMX(m) and LMX(l) are expected to provide a more complete picture of dyadic exchange quality. Our results indicate relatively modest convergence between the 2 perspectives on LMX. Both LMX(m) and LMX(l) were found to relate to specific currencies of exchange provided by each dyad partner, and agreement between the 2 was negatively associated with the frequency of supervisor–employee conflict. Implications for LMX theory and future research are discussed.

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