LMX differentiation is good for some and bad for others: A multilevel analysis of effects of LMX differentiation in innovation teams

References

• Anand, S., Vidyarthi, P. R., & Park, H. S. (2016). LMX differentiation: Understanding relational leadership at individual and group levels. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook of leader-member exchange (pp. 263–291)). New York: Oxford University Press.
   Google Scholar
• Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior, 19(3), 235–17. doi:10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Baran, B. E., Shanock, L. R., Rogelberg, S. G., & Scott, C. W. (2012). Leading group meetings: Supervisors’ actions, employee behaviors, and upward perceptions. Small Group Research, 43(3), 330–355. doi:10.1177/1046496411418252
   Web of Science ®Google Scholar
• Bauer, T. N., & Erdogan, B. (Eds.). (2016). The Oxford handbook of leader-member exchange. New York: Oxford University Press.
   Google Scholar
• Bierhoff, H.-W., & Müller, G. F. (2005). Leadership, mood, atmosphere, and cooperative support in project groups. Journal of Managerial Psychology, 20(6), 483–497. doi:10.1108/02683940510615433
   Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New Brunswick, USA: Transaction Publishers.
   Google Scholar
• Boies, K., & Howell, J. M. (2006). Leader–Member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes. The Leadership Quarterly, 17(3), 246–257. doi:10.1016/j.leaqua.2006.02.004
   Web of Science ®Google Scholar
• Bolino, M. C., & Turnley, W. H. (2009). Relative deprivation among employees in lower-quality leader-member exchange relationships. The Leadership Quarterly, 20(3), 276–286. doi:10.1016/j.leaqua.2009.03.001
   Web of Science ®Google Scholar
• Breevaart, K., Bakker, A. B., Demerouti, E., & van Den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754–770. doi:10.1108/JMP-03-2013-0088
   Web of Science ®Google Scholar
• Campbell, D. J. (2000). The proactive employee: Managing workplace initiative. Academy of Management Executive, 14, 52–66.
   Google Scholar
• Chen, X. P., He, W., & Weng, L. C. (2015). What is wrong with treating followers differently? The basis of leader-member exchange differentiation matters. Journal of Management. doi:10.1177/0149206315598372
   Google Scholar
• Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462. doi:10.1177/014920630002600304
   Web of Science ®Google Scholar
• Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46–78. doi:10.1016/0030-5073(75)90005-7
   Web of Science ®Google Scholar
• De Dreu, C. K., & West, M. A. (2001). Minority dissent and team innovation: The importance of participation in decision making. Journal of Applied Psychology, 86(6), 1191–1201. doi:10.1037/0021-9010.86.6.1191
   PubMed Web of Science ®Google Scholar
• Erdogan, B., & Bauer, T. N. (2010). Differentiated leader–Member exchanges: The buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104. doi:10.1037/a0020578
   PubMed Web of Science ®Google Scholar
• Erdogan, B., & Bauer, T. N. (2014). Leader-member exchange (LMX) theory: The relational approach to leadership. In D. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 407–433). Oxford, UK: Oxford University Press.
   Google Scholar
• Erdogan, B., & Bauer, T. N. (2016). LMX Theory: A glimpse into the future. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook of leader-member exchange (pp. 413–421)). New York: Oxford University Press.
   Google Scholar
• Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7, 117–140. doi:10.1177/001872675400700202
   Web of Science ®Google Scholar
• Frese, M., & Fay, D. (2001). Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133–187. doi:10.1016/S0191-3085(01)23005-6
   Web of Science ®Google Scholar
• Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability and validity in two German samples. Journal of Occupational and Organizational Psychology, 70, 139–161. doi:10.1111/j.2044-8325.1997.tb00639.x
   Web of Science ®Google Scholar
• Frese, M., Kring, W., Soose, A., & Zempel, J. (1996). Personal initiative at work: Differences between East and West Germany. Academy of Management Journal, 39, 37–63. doi:10.2307/256630
   Web of Science ®Google Scholar
• Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–Member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827–844. doi:10.1037/0021-9010.82.6.827
   Web of Science ®Google Scholar
• Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.
   Web of Science ®Google Scholar
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6, 219–247. doi:10.1016/1048-9843(95)90036-5
   Web of Science ®Google Scholar
• Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. doi:10.1016/j.riob.2008.04.002
   Web of Science ®Google Scholar
• Grant, A. M., Parker, S., & Collins, C. (2009). Getting credit for proactive behavior: Supervisor reactions depend on what you value and how you feel. Personnel Psychology, 62, 31–55. doi:10.1111/peps.2009.62.issue-1
   Web of Science ®Google Scholar
• Harris, T. B., Li, N., & Kirkman, B. L. (2014). Leader–Member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX’s influence on OCB and turnover intention. The Leadership Quarterly, 25, 314–328. doi:10.1016/j.leaqua.2013.09.001
   Web of Science ®Google Scholar
• Henderson, D. J., Liden, R. C., Glibkowski, B. C., & Chaudhry, A. (2009). LMX differentiation: A multilevel review and examination of its antecedents and outcomes. The Leadership Quarterly, 20, 517–534. doi:10.1016/j.leaqua.2009.04.003
   Web of Science ®Google Scholar
• Henderson, D. J., Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2008). Leader-member exchange, differentiation, and psychological contract fulfillment: A multilevel examination. Journal of Applied Psychology, 93, 1208–1219. doi:10.1037/a0012678
   PubMed Web of Science ®Google Scholar
• Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524. doi:10.1037/0003-066X.44.3.513
   PubMed Web of Science ®Google Scholar
• Hooper, D. T., & Martin, R. (2008). Beyond personal Leader–Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions. The Leadership Quarterly, 19, 20–30. doi:10.1016/j.leaqua.2007.12.002
   Web of Science ®Google Scholar
• Hu, J., & Liden, R. C. (2013). Relative Leader-member exchange within team contexts: How and when social comparison impacts individual effectiveness. Personnel Psychology, 66, 127–172. doi:10.1111/peps.12008
   Web of Science ®Google Scholar
• Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92, 269–277. doi:10.1037/0021-9010.92.1.269
   PubMed Web of Science ®Google Scholar
• Kauffeld, S. (2006). Kompetenzen messen, bewerten, entwickeln: Ein prozessanalytischer Ansatz für Gruppen. Stuttgart: Schäffer-Poeschel.
   Google Scholar
• Kauffeld, S., & Lehmann-Willenbrock, N. (2012). Meetings matter effects of team meetings on team and organizational success. Small Group Research, 43, 130–158. doi:10.1177/1046496411429599
   Web of Science ®Google Scholar
• Kelly, J. R., & Barsade, S. G. (2001). Mood and emotions in small groups and work teams. Organizational Behavior and Human Decision Processes, 86, 99–130. doi:10.1006/obhd.2001.2974
   Web of Science ®Google Scholar
• Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi:10.1007/s10869-009-9092-6
   Web of Science ®Google Scholar
• Lehmann-Willenbrock, N., Allen, J. A., & Belyeu, D. (2016). Our love/hate relationship with meetings relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion. Management Research Review, 39, 1293–1312. doi:10.1108/MRR-08-2015-0195
   Web of Science ®Google Scholar
• Li, A. N., & Liao, H. (2014). How do leader-member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. The Journal of Applied Psychology, 99(5), 847–866. doi:10.1037/a0037233
   Web of Science ®Google Scholar
• Li, N., Liang, J., & Crant, J. M. (2010). The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective. Journal of Applied Psychology, 95(2), 395. doi:10.1037/a0018079
   PubMed Web of Science ®Google Scholar
• Mangold. (2014). INTERACT quick start manual V2.4 (Mangold International GmbH, Ed.). Retrieved from www.mangold-international.com
   Google Scholar
• Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69, 67–121. doi:10.1111/peps.12100
   Web of Science ®Google Scholar
• Meinecke, A. L., & Lehmann-Willenbrock, N. (2015). Social dynamics at work: Meetings as a gateway. In J. A. Allen, N. Lehmann-Willenbrock, & S. G. Rogelberg (Eds.), The Cambridge handbook of meeting science ( pp. 325–356). New York, NY: Cambridge University Press.
   Google Scholar
• Miranda, S. M., & Bostrom, R. P. (1999). Meeting facilitation: Process versus content interventions. Journal of Management Information Systems, 15, 89–114. doi:10.1080/07421222.1999.11518223
   Google Scholar
• Muthén, L. K., & Muthen, B. (2010). Mplus 7.4. Los Angeles, CA: Muthén & Muthén.
   Google Scholar
• Naidoo, L. J., Scherbaum, C. A., Goldstein, H. W., & Graen, G. B. (2011). A longitudinal examination of the effects of LMX, ability, and differentiation on team performance. Journal of Business and Psychology, 26, 347–357. doi:10.1007/s10869-010-9193-2
   Web of Science ®Google Scholar
• Naqshbandi, D. M. M., & Kaur, S. (2013). A study of organizational citizenship behaviours, organizational structures and open innovation. Organizational Structures and Open Innovation, 2(6), 182–193.
   Google Scholar
• Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–Member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94, 1412–1426. doi:10.1037/a0017190
   PubMed Web of Science ®Google Scholar
• Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, USA: Sage Publications.
   Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1, 107–142. doi:10.1016/1048-9843(90)90009-7
   Google Scholar
• Quera, V., & Bakeman, R. (2000). Quantification strategies in behavioral observation research. In T. Thompson, D. Felce, & F. J. Symons (Eds.), Behavioral observation: Technology and applications in developmental disabilities (pp. 297–315). Baltimore, MD, US: Paul H Brookes Publishing.
   Google Scholar
• Rybnikova, I. (2014). Austauschtheoretische Führungssicht: “Wie du mir, so ich dir.” In Aktuelle Führungstheorien und-konzepte (pp. 121–149). Wiesbaden: Springer Gabler.
   Google Scholar
• Sauer, N. C., & Kauffeld, S. (2013). Meetings as networks: Applying social network analysis to team interaction. Communication Methods and Measures, 7(1), 26–47. doi:10.1080/19312458.2012.760729
   Google Scholar
• Sauer, N. C., & Kauffeld, S. (2016). The structure of interaction at meetings: A social network analysis. Zeitschrift Für Arbeits- Und Organisationspsychologie A&0, 60(1), 33–49. doi:10.1026/0932-4089/a000201
   Web of Science ®Google Scholar
• Sauer, N. C., Meinecke, A. L., & Kauffeld, S. (2015). Networks in meetings: How do people connect?. In J. A. Allen, N. Lehmann-Willenbrock, & S. G. Rogelberg (Eds.), The Cambridge handbook of meeting science (pp. 357–380). New York, NY: Cambridge University Press.
   Google Scholar
• Schuh, S. C., Zhang, X. A., Morgeson, F. P., Tian, P., & van Dick, R. (2018). Are you really doing good things in your boss’s eyes? Interactive effects of employee innovative work behavior and leader–Member exchange on supervisory performance ratings. Human Resource Management, 57, 397–409. doi:10.1002/hrm.21851
   Web of Science ®Google Scholar
• Schulte, E.-M., Lehmann-Willenbrock, N., & Kauffeld, S. (2015). Treat us fairly and we won’t complain: Multilevel effects of procedural justice on complaining behavior in team meetings. Psychology, 06, 1795–1810. doi:10.4236/psych.2015.614176
   Google Scholar
• Schulte, E. M., Lehmann-Willenbrock, N., & Kauffeld, S. (2013). Age, forgiveness, and meeting behavior: A multilevel study. Journal of Managerial Psychology, 28(7/8), 928–949. doi:10.1108/JMP-06-2013-0193
   Web of Science ®Google Scholar
• Schyns, B. (2002). Überprüfung einer deutschsprachigen Skala zum Leader-Member-Exchange-Ansatz. Zeitschrift Für Differentielle Und Diagnostische Psychologie, 23, 235–245. doi:10.1024//0170-1789.23.2.235
   Google Scholar
• Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580–607. doi:10.2307/256701
   Web of Science ®Google Scholar
• Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54, 845–874. doi:10.1111/j.1744-6570.2001.tb00234.x
   Web of Science ®Google Scholar
• Sias, P., & Jablin, F. M. (1995). Differential superior‐subordinate relations, perceptions of fairness, and coworker communication. Human Communication Research, 22(1), 5–38. doi:10.1111/j.1468-2958.1995.tb00360.x
   Web of Science ®Google Scholar
• Sonnentag, S. (2003). Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work. Journal of Applied Psychology, 88, 518–528. doi:10.1037/0021-9010.88.3.518
   PubMed Web of Science ®Google Scholar
• Sonnentag, S., & Pundt, A. (2016). International perspectives on theory and research on positive media effects. In L. Reinecke & M. B. Oliver (Eds.), The routledge handbook of media use and well-being (pp. 341–354). New York, USA: Taylor & Francis.
   Google Scholar
• Staufenbiel, T., & Hartz, C. (2000). Organizational citizenship behavior: Entwicklung und erste Validierung eines Meßinstruments. Diagnostica, 46, 73–83. doi:10.1026//0012-1924.46.2.73
   Web of Science ®Google Scholar
• Sun, L. Y., Chow, I. H. S., Chiu, R. K., & Pan, W. (2013). Outcome favorability in the link between leader-member exchange and organizational citizenship behavior: Procedural fairness climate matters. The Leadership Quarterly, 24, 215–226. doi:10.1016/j.leaqua.2012.10.008
   Web of Science ®Google Scholar
• Tse, H. H., Lam, C. K., Lawrence, S. A., & Huang, X. (2013). When my supervisor dislikes you more than me: The effect of dissimilarity in leader–Member exchange on coworkers’ interpersonal emotion and perceived help. Journal of Applied Psychology, 98(6), 974. doi:10.1037/a0033862
   PubMed Web of Science ®Google Scholar
• Tse, H. H., Troth, A. C., & Ashkanasy, N. M. (2015). Leader-member exchange and emotion in organizations. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook of leader-member exchange (pp. 209–225). New York: Oxford University Press.
   Google Scholar
• Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87, 590–598. doi:10.1037/0021-9010.87.3.590
   PubMed Web of Science ®Google Scholar
• Williams, E. A., Scandura, T. A., & Gavin, M. (2009). Understanding team-level career mentoring by leaders and its effects on team-source learning: The effects of intra-group processes. Human Relations. doi:10.1177/0018726709346375
   PubMed Web of Science ®Google Scholar
• Wu, C. H., & Parker, S. K. (2014). The role of leader support in facilitating proactive work behavior - A perspective from attachment theory. Journal of Management. doi:10.1177/0149206314544745
   Google Scholar
• Yrle, A. C., Hartman, S., & Galle, W. P. (2002). An investigation of relationships between communication style and leader-member exchange. Journal of Communication Management, 6, 257–268. doi:10.1108/13632540210807099
   Google Scholar
• Zhong, J. A., Lam, W., & Chen, Z. (2011). Relationship between leader–Member exchange and organizational citizenship behaviors: Examining the moderating role of empowerment. Asia Pacific Journal of Management, 28(3), 609–626. doi:10.1007/s10490-009-9163-2
   Web of Science ®Google Scholar