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Purpose - The purpose of this paper is to identify demographic variables that may impact the quality of leader-member exchange (LMX) relationships within a military platoon. Design/methodology/approach - A total of 109 non-commissioned officers (NCOs) and 421 recruits from 27 platoons in the Singapore Armed Forces independently assessed the quality of their relationship with their platoon commander using the LMX7 survey instrument. Findings - Bivariate analyses indicated rank and type of service differentiated the quality of LMX between leaders (platoon commanders) and followers (NCOs, recruits). Research limitations/implications - The paper considers LMX only from the perspective of followers and does not take into account the broader context of the military platoon. Practical implications - The performance of the entire platoon may be more effective when platoon commanders operate at a distance, respect rank and formal authority relationships, and build closer personal relationships with NCOs than with recruits. Originality/value - There have been no studies examining the demographic basis for LMX differentiation in an Asian military organization. This paper fills the gap.

Based on the work of Graen and Graen and Scandura on role-making processes in leader-member dyads and the leader-member exchange (LMX) paradigm, this investigation proposes a new direction for research. The findings reported demonstrate that leader role inversion positively affects a number of important work-related attitudinal and behavioral outcomes. These included higher order need fulfillment, accountability, intrinsic motivation, propensity to leave, and job satisfaction: work and supervision. The theoretical discussion presented in this article explains how leader role inversion results in a reconfiguration of role pressures. This reconfiguration of role pressures is hypothesized to affect the work-related attitudinal and behavioral outcomes. The results are tested for generalizability across plants and occupational categories.

PurposeThe purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships.Design/methodology/approachIn this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships.FindingsSelf and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate.Practical implicationsThe results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it.Originality/valueTo date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

PurposeMany studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX.Design/methodology/approachThis paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship.FindingsFour of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspects.Originality/valueThe present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.

The competitiveness in the hotel setting around the world is increasingly developing worldwide, as hotels try to follow innovative strategies to cultivate, and as customers have more alternatives to make choices. This paper makes use of 3 and 4 star hotels in the South‐west region of Cameroon. Five‐star hotels were not included in the study because none were found in the region. Leader–member exchange (LMX) induces good employee job performance and innovative outcomes through work engagement. Good behaviour can be seen in their positive innovations and voice contributions. As a result, leadership should be an essential part in the management setting; this work examines the influence of LMX on employees work engagement (EWE), and subsequently the effect of EWE on innovative work behaviour (IWB) and employee voice behaviour (EVB) in the hotels in the South‐west region of Cameroon. Poor relationship between leaders and their subordinates hinders employee's progress and threatens the organizations' productivity and long‐term success. Data used for the present study included 272 usable responses from hotel employees using three waves of collection with self‐administered questionnaire. Correlation, confirmatory factor and path analysis were implored for data analysis. According to the results, it was confirmed that leader's positive interactive behaviour could have an expressive influence on their follower's engagement levels, propagated their innovation and positive voice suggestions. Staffs with EWE can express innovative behaviour and pursue innovation by voluntarily performing behaviours that are not included in their roles. Hence LMX inspired employee's engagement, and the study has great theoretical and practical implications included.

In today's rapidly changing and increasingly complex environment, organizations have relied on their members' positive attitude toward their employers. In particular, employees' organizational commitment (primarily, the affective component) has been recognized as an essential component of organizational functioning and success. Hence, identifying the determinants of affective commitment is one of the most important research issues. This study tested the influence of leader-member exchange (LMX) and exchange ideology on employee's affective commitment. In addition, the interactive effect of LMX and exchange ideology was examined. Data from 198 members of the Korean military supports each of the hypotheses. Lastly, implications for research and directions for future research are discussed.

In this study, the interaction of leader and member characteristics is explored for its impact on the leader-member relationship. Some support was found for the importance of the interaction of leader and member characteristics: leaders with high needfor power accorded more negotiating latitude to members with high need for power, whereas leaders with low power motive accorded more negotiating latitude to members with low need for power. By contrast, no support was fou nd for the hypothesized interactive effects of leader and member genider, need for achievement, least preferred co-worker, or locus of control on member negotiating latitude. Thiese results suggest that leader-member "fit" may be defined primarily on the basis of congruence between the leader and member in how they use power and influence.

Nonprofit organizations are increasingly becoming more business-like in their approaches to leadership and management across the board. This has a number of effects, but perhaps one of the most important is that it has made business theories more applicable to the nonprofit sector. This is an opportunity to both expand on important business theory and provide insight into how nonprofits can improve leadership and management. Accordingly, the business leadership theory of leader–member exchange (LMX) was applied to the nonprofit context, specifically to human services nonprofits that serve people with disabilities. Through qualitative interviews and document collection, this study examined how LMX could be perceived to affect employee performance and how it could be perceived to affect leader–follower relationships. Three themes emerged for each of these questions: of loyalty, respect, and communication for the first and mutual respect and understanding, positive interactions, and communication for the second. These themes and their implications are discussed.

The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates
and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in
explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.