Leader‐Member Exchange and Transformational Leadership: An Empirical Examination of Innovative Behaviors in Leader‐Member Dyads
Journal of Applied Social PsychologyPublished 1 March 1997
Raja Basu, Stephen G. Green
Citations522
SJR quartileQ2
SJR score1.02
SNIP1.12
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
This paper evoked leader‐member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader‐member dyads. Data from 225 leader‐member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.
Keywords
Business, Management and Accounting
Academy of Management ReviewLeadership and Performance beyond Expectations
12,529 Citations1987John M. Longshore, Bernard M. Bass
Psychology Press eBooksApplied Multivariate Statistics for the Social Sciences
5,032 Citations2001James P. Stevens, James P. Stevens
Management ScienceCentral Problems in the Management of Innovation
3,736 Citations1986Andrew H. Van de Ven
Academy of Management ReviewToward a Theory of Organizational Creativity
3,353 Citations1993Richard W. Woodman, John E. Sawyer +1 more
Journal of Applied PsychologyPerceived organizational support and employee diligence, commitment, and innovation.
2,867 Citations1990Robert Eisenberger, Peter Fasolo +1 more
Organizational Behavior and Human PerformanceA vertical dyad linkage approach to leadership within formal organizations
2,854 Citations1975Fred Dansereau, George B. Graen +1 more
Academy of Management ReviewProsocial Organizational Behaviors
1,673 Citations1986Arthur P. Brief, Stephan J. Motowidlo
Academy of Management ReviewToward a Behavioral Theory of Charismatic Leadership in Organizational Settings
1,664 Citations1987Jay A. Conger, Rabindra N. Kanungo
Academy of Management ReviewLeader-Member Exchange Model of Leadership: A Critique and Further Development
1,633 Citations1986Richard M. Dienesch, Robert C. Liden
Administrative Science QuarterlyInnovation and Creativity at Work: Psychological and Organizational Strategies.
1,345 Citations1992Dean Keith Simonton, Michael West +1 more
Academy of Management ReviewCommitment in Organizations: A Normative View
1,323 Citations1982Yoash Wiener
Administrative Science QuarterlyCentral Perspectives and Debates in Organization Theory
1,223 Citations1983W. Graham Astley, Andrew H. Van de Ven
Organizational Behavior and Human PerformanceThe effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model
1,073 Citations1982George B. Graen, Michael Novák +1 more
Journal of Applied PsychologyMethod variance as an artifact in self-reported affect and perceptions at work: Myth or significant problem?
928 Citations1987Paul E. Spector
Academy of Management ReviewTransactional and Transformational Leadership: A Constructive/Developmental Analysis
787 Citations1987Karl W. Kuhnert, Philip Lewis
Academy of Management JournalThe Measurement of Job Characteristics.
773 Citations1976Holly Sims, Andrew D. Szilagyi +1 more
Academy of Management ReviewOrganization Structure, Individual Attitudes and Innovation
678 Citations1977Jon L. Pierce, André L. Delbecq
Journal of Applied PsychologyUnemployment, job satisfaction, and employee turnover: A meta-analytic test of the Muchinsky model.
607 Citations1987Jeanne M. Carsten, Paul E. Spector
Academy of Management PerspectivesThe ethics of charismatic leadership: submission or liberation?
585 Citations1992Jane M. Howell, Bruce J. Avolio
Administrative Science QuarterlyElite Values Versus Organizational Structure in Predicting Innovation
571 Citations1973Jerald Hage, Robert D. Dewar
Journal of ManagementTransformational Leadership and the Performance of Research and Development Project Groups
496 Citations1992Robert T. Keller
Academy of Management ReviewDifferentiating Organizational Commitment From Expectancy as a Motivating Force
482 Citations1981Richard W. Scholl
Organizational Behavior and Human PerformanceThe vertical dyad linkage model of leadership: Problems and prospects
275 Citations1984Robert P. Vecchio, Bruce C. Gobdel
Academy of Management ReviewTransactional and Transformational Leadership: A Constructive/Developmental Analysis
248 Citations1987Karl W. Kuhnert, Philip Lewis
Academy of Management JournalPREDICTORS AND CONSEQUENCES OF DELEGATION.
200 Citations1986Carrie R. Leana
Administrative Science QuarterlySome Social Factors Related to Performance in a Research Organization
170 Citations1956Donald C. Pelz
Journal of Management StudiesINNOVATIVE ATTITUDES, VALUES, AND INTENTIONS IN ORGANIZATIONS [1]
163 Citations1982John E. Ettlie, Robert D. O’Keefe
Journal of Vocational BehaviorRole assimilation processes in a complex organization
137 Citations1973George B. Graen, J. Burdeane Orris +1 more
Organizational Behavior and Human PerformanceThe dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange
127 Citations1984Anson Seers, George B. Graen
Organizational Behavior and Human PerformanceLeadership and performance outcomes in research organizations: The supervisor of scientists as a source of assistance
84 Citations1975J. Thad Barnowe
Systems Research and Behavioral ScienceAutonomy, coordination, and stimulation, in relation to scientific achievement
70 Citations1966Donald C. Pelz, Frank M. Andrews
Analyzing data from research and development organizations, the authors were puzzled by the fact that having great autonomy increased the performance of engineers but not of Ph.D's.
Perspectives on Creativity
66 Citations2021Niklas Hageback
R and D ManagementInnovation and productivity in R&D: associated individual and organizational variables
17 Citations1977M. J. Stahi