The Interdependence of Leader-Member Exchange Relation and the Leadership Style: Research in Serbian Organisations

Vesna Stojanović Aleksić 1 , Milena Stanisavljević 2 , and Aleksandra Bošković 1
  • 1 University of Kragujevac, Faculty of Economics, Serbia
  • 2 University of Kragujevac , Faculty of Technical Sciences, Serbia

Abstract

The interdependence of leader behaviour, leadership styles and interpersonal relations with followers suggests a need to investigate various aspects of leadership from the perspective of a follower, which is the main subject of the paper. The study aims to determine the quality of leader-member exchange (LMX) in order to reach a conclusion on whether the perception of followers on the quality of LMX affects the leadership style and which style is the most commonly used. The empirical research was conducted in 2015, in the Republic of Serbia, on a sample of 100 respondents, employees in 12 organisations, using the survey method. The results show there is the highest positive correlation between high quality LMX and participatory leadership style. In the opinion of the followers, achievement-oriented style is the most common, regardless of the fact that there are high quality LMX in the majority of companies in the sample. The importance of research is in highlighting the role of followers in the process of organisational leadership, as active and equal participants. Practical contribution is reflected in giving guidance for leaders for more active involvement of followers in the decision making process and adapting leadership style to specific traits of followers and the situational circumstances. Studies of this type are not often in the local organisational theory and practice.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Abu Elanain, H.M. (2014). Leader-member exchange and intent to turnover. Management Research Review, 37(2), 110-129.

  • Ansari, M.A., Mui Hung, D.K., & Aafaqi, R. (2007). Leader-member exchange and attitudinal outcomes: role of procedural justice climate. Leadership & Organization Development Journal, 28(8), 690-709.

  • Bucic, T., Robinson, L., & Ramburuth, P. (2010). Effects of leadership style on team learning. Journal of Workplace Learning, 22(4), 228-248.

  • Casimir, G. & Keith Ng, Y.N. (2010). Combinative aspects of leadership style and the interaction between leadership behaviors. Leadership & Organization Development Journal, 31(6), 501-517.

  • Cookson, R.L. (2011). The Moderating Effect of Leader Prototypicality on the Relationship between LMX and Follower Attitudes, Master thesis (https://smartech.gatech.edu/bitstream/handle/1853/42709/cookson_robert_l_201108_mast.pdf Accessed 12 July 2015).

  • Dienesch, R.M. & Liden, R.C. (1986). Leader-Member Exchange Model of Leadership: A Critique and Further Development. Academy of Management Review, 11(3), 618-634.

  • Gómez, C. & Rosen, B. (2001). The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment. Group & Organization Management, 26(1), 53-69.

  • Graen, G.B. & Scadura, T.A. (1987). Toward a Psyhology of Dyadic Organizing. Research in Organizational Behavior, 9, 175-208.

  • 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. Leadership Quarterly, 6(2), 219-247.

  • Green, C. (2008). Leader member exchange and the use of moderating conflict management styles: Impact on relationship quality. International Journal of Conflict Management, 19(2), 92-111.

  • House, R.J. (1971). A Path Goal Theory of Leader Effectiveness.Administrative Science Quarterly, 16(3), 321-339.

  • House, R.J. (1996). Path goal theory of leadership lessons legacy and a reformulated theory. Leadership Quarterly, 7(3), 323-352.

  • Indvik, J. (1986). Path-Goal Theory of Leadership: A Meta-Analysis. Academy of Management Best Papers Proceedings, 189-192.

  • Islam, T., ur Rehman, S., & Ahmed, I. (2013). Investigating the mediating role of organisational politics between leadership style and followers' behavioral outcomes. Business Strategy Series, 14(2/3), 80-96.

  • Jiang, J.Y., Law, K.S., & Sun J.J.M. (2014). Leader-Member Relationship and Burnout: The Moderating Role of Leader Integrity. Management and Organization Review, 10(2), 223-247.

  • Kamisah, D.A.B. & Wafa S.A. (2014). The Leadership Style Preference among Sabah Ethnicities. International Journal of Human Resource Studies, 4(1), 259-265.

  • Knight, A.P., Shteynberg, G., & Hanges, P.J. (2004). Path-goal analysis. In J.M.Burns, G. R. Goethals, & G. J. Sorenson (Eds.), Encyclopedia of leadership (pp.1164-1169). Massachusetts: Sage Publications.

  • Konja, V. (2014). Uticaj komunikacije lidera i saradnika na organizacionu posvećenost zaposlenih. doktorska disertacija (http://www.cris.uns.ac.rs/DownloadFileServlet/Disertacija139815754298447.pdf?controlNumber=%28BISIS%2986216&fileName=139815754298447.pdf&id=1830 Accessed at 17 July 2015).

  • Lee, J. (2008). Effects of leadership and leader‐member exchange on innovativeness. Journal of Managerial Psychology, 23(6), 670-687.

  • Liden, R.C. & Graen, G. (1980). Generalizability of the Vertical Dyad Linkage Model of Leadership. Academy of Management Journal, 23(3), 451-465.

  • Liden, R.C., Sparrowe, R.T. & Wayne, S.J. (1997). Leader-member exchange theory: the past and potential for the future. Research in Personnel and Human Resources Management, 15, 47-119.

  • Liden, R.C. &. Maslyn, J.M (1998). Multidimensionality of Leader-Member Exchange: An Empirical Assessment through Scale Development.Journal of Management, 24(1), 43-72.

  • Loi, R., Mao, Y. & Ngo, H. (2009). Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange. Management and Organization Review, 5(3), 401-422.

  • Lunenburg, F.C. (2010). Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal Of Management, Business, And Administration, 13(1), 1-5.

  • Maslyn, J.M. & Uhl-Bien, M. (2001). Leader-Member Exchange and Its Dimension: Effects of Self-Effort and Other's Effort on Relationship Quality. Journal of Applied Psychology, 86(4), 697-708.

  • Mumma, S. (2010). Student Leader LMX Relationships as Moderated by Constructive-Developmental Theory. Theses, Dissertations, & Student Scholarship: Agricultural Leadership, Education & Communication Department, Paper 9 (http://digitalcommons.unl.edu/aglecdiss/9Accessed at 12 July 2015).

  • Mojić, D. (2002). Noviji pristupi izucavanju vodjstva u organizacijama.Sociologija, 44(2), 139-160.

  • Moss, S.E., Sanchez, J.I., Brumbaugh, A.M., & Borkowski, N. (2009). The Mediating Role of Feedback Avoidance Behavior in the LMX- Performance Relationship. Group & Organization Management, 34(6), 645-664.

  • Nikolić, M., Vukonjanski, J., & Terek, E. (2012). Stanje liderstva i LMX u preduzecima u Srbiji. Tehnika - Menadžment, 67(2), 287-292.

  • Northouse, P.G. (2008). Liderstvo: teorija i praksa, Beograd: Data Status.

  • O'Donnell, M., Yukl, G., & Taber, T. (2012). Leader behavior and LMX: a constructive replication. Journal of Managerial Psychology, 27(2): 143-154.

  • Polston-Murdoch, L. (2013). An Investigation of Path - Goal Theory, Relationship of Leadership Style, Supervisor - Related Commitment and Gender. Emerging Leadership Journeys, 6(1), 13-44.

  • Ratyan, A.T. & Mohd, R.A. (2013). Overview of Path-Goal leadership Theory. Comprehensive Research Journal of Education and General Studies, 1(1), 001-005.

  • Schyns, B., Kroon, B., & Moors, G. (2008). Follower characteristics and the perception of leader member exchange. Journal of Managerial Psychology, 23(7), 772-788.

  • Stewart, M.M. & O.E. Johnson (2009). Leader-Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance. Group & Organization Management, 34(5), 507-535.

  • Sue-Chan, C., Chen, Z., & Lam, W. (2011). LMX, Coaching Attributions, and Employee Performance. Group & Organization Management, 36(4), 466-498.

  • Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges. Leadership, 2(3), 295-316.

  • Vukonjanski, J., Nikolić, M., Hadžić, O., Terek, E., & Nedeljković, M. (2012).The relationship between globe organisational culture dimensions, job satisfaction and leader member exchange in Serbian organisations. Journal for East European Management Studies, 17(3), 333-368.

OPEN ACCESS

Journal + Issues

Search