Demographic and Organizational Influences on Leader–Member Exchange and Related Work Attitudes

Abstract

Demographic and organizational characteristics were examined for their ability to constrain or facilitate leader–member exchange [LMX] processes. Independent effects of these variables and LMX on work attitudes also were examined within a latent variable model. Data were collected from 208 employees in 31 public libraries. Demographic differences and organizational characteristics were found to be independently related to the quality of exchange. Organizational influences were more pervasive than demographic influences. Both context and LMX variables predicted work attitudes, with LMX providing an independent influence on those attitudes. Findings were consistent with the notions that LMX is a value-add process and that the leadership context can create boundaries for LMX development. The organizational findings also were consistent with the argument that context can affect leader discretion and thus LMX. Results are discussed in terms of boundary conditions on LMX and future research on understanding their role in leadership.