MULTI-DIMENSIONAL LEADER-MEMBER EXCHANGE (LMX) AND ITS IMPACT ON TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE OF EMPLOYEES

›› 2004, Vol. 36 ›› Issue (02): 179-185.

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MULTI-DIMENSIONAL LEADER-MEMBER EXCHANGE (LMX) AND ITS IMPACT ON TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE OF EMPLOYEES

Wang Hui, Niu Xiongying, Kenneth S Law

(Guanghua School of Management, Peking University, Beijing 100871, China) （Business School, University of International Business & Economics, Beijing 100029, China） (Department of Management of Organizations, Hong Kong University of Science and Technology, Hong Kong, China)

Received:2003-04-18 Revised:2003-04-18 Published:2004-03-30 Online:2004-03-30
Contact: Wang Hui

Abstract

Abstract: Two studies were conducted to explore the construct of leader-member exchange (LMX) and its impact on task performance and contextual performance of employees in Chinese context. The survey data was analyzed with exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and hierarchical regression model (HRM). The results showed that LMX was a multi-dimensional construct comprised of affect, loyalty, contribution, and professional respect dimensions. Both unidimensional LMX and multi-dimensional LMX have significant power on predicting task performance and contextual performance of employees, while the predicting power of multi-dimensional LMX was larger that that of unidimensional LMX. Limitations and future research were discussed.

Key words: leader-member exchange (LMX), multi-dimensional measurement (MDM), task performance, contextual performance

CLC Number:

B849：C93

Wang Hui, Niu Xiongying, Kenneth S Law. (2004). MULTI-DIMENSIONAL LEADER-MEMBER EXCHANGE (LMX) AND ITS IMPACT ON TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE OF EMPLOYEES. , 36(02), 179-185.

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MULTI-DIMENSIONAL LEADER-MEMBER EXCHANGE (LMX) AND ITS IMPACT ON TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE OF EMPLOYEES

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