The DOI matches its Crossref record; 96 of the 96 references it cites were found in a registry or an index.
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
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Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“As the relationship between the servant leader and the follower matures overtime Table 10 Suggestions for servant leadership behavior in experimental designs.(Graen & Uhl-Bien, 1995), we would expect to see the servant leader focus less on the professional elements of the relationship (i.e.assisting with task-related behavior) and focus more on the personal capacity building elements of the”
From Servant Leadership: A systematic review and call for future research (2019) · cites this paper as Graen & Uhl-Bien, 1995
In the citing paper
“First, LMX focuses on followers' perceptions of the degree to which they have a positive relationship with their leader (Graen & Uhl-Bien, 1995).”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Graen & Uhl-Bien, 1995
In the citing paper
“In contrast, LMX is argued to be built specifically on the history of exchanges between a leader and follower (e.g., Graen & Uhl-Bien, 1995).”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Graen & Uhl-Bien, 1995
In the citing paper
“More particularly, LMX theory emphasizes how leaders work with their followers on a one-to-one basis to develop high-quality relationships with each of them (Graen and Uhl-Bien 1995).”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Graen and Uhl-Bien 1995
In the citing paper
“Liden and Maslyn ' s (1998) leader-member exchange multidimensional measure (LMXMDM) and Graen and Uhl-Bien ' s (1995) LMX-7 capture reciprocity indirectly by asking what each party of the dyad brings to the relationship, without specifically asking respondents if the reciprocity motivated a dyadic member ' s contribution to the relationship.”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Graen and Uhl-Bien (1995)
Citations
Cites
Longshore, J. M., & Bass, B. M. (1987) · Academy of Management Review · doi:10.2307/258081 · Cited by 12,424
The Social Psychology of Organizations.
Hackman, J. R., Katz, D., & Kahn, R. L. (1979) · Administrative Science Quarterly · doi:10.2307/2989929 · Cited by 12,243
Handbook of Industrial and Organizational Psychology.
Hammer, T. H., Anderson, J. F., Gurdon, M. A., Jick, T. D., Petit, A., Stern, R. N., Schwartz, H., Vardi, Y., & Dunnette, M. D. (1977) · Administrative Science Quarterly · doi:10.2307/2391755 · Cited by 11,947
(1969) · Virtual Defense Library (Ministerio de Defensa) · Cited by 10,735
Kilzer, E., & Skinner, B. F. (1953) · The American Catholic Sociological Review · doi:10.2307/3707860 · Cited by 8,940
YUKL, G. A. (1981) · Cited by 5,266
Symonds, P. M. (1954) · Journal of Educational Psychology · doi:10.1037/h0051901 · Cited by 4,902
LISREL 7 : a guide to the program and applications
Jöreskog, K. G., & Sörbom, D. (1989) · Medical Entomology and Zoology · Cited by 3,787
A vertical dyad linkage approach to leadership within formal organizations
Dansereau, F., Graen, G., & Haga, W. J. (1975) · Organizational Behavior and Human Performance · doi:10.1016/0030-5073(75)90005-7 · Cited by 2,890
Self-citationHandbook of Organizational Behavior
Price, R., D’Aunno, T. A., & Lorsch, J. W. (1988) · Contemporary Sociology A Journal of Reviews · doi:10.2307/2070561 · Cited by 2,241
Research works printed but not linked: 17
- Ashkanasy, 1994, Value differences as a barrier in leader-member exchange: A multidimensional scaling analysis, Paper presented at the Academy of Management annual meeting
- Bauer, 1994, Leader-member exchange: Relationships with performance expectations and leader delegation at two points in time, Paper presented at the Academy of Management Meetings
- Butler, 1991, Leadership style and sales performance: A test of the situational leadership model, Journal of Personal Selling & Sales Management, 11, 37
- Dienesch, 1985, A three dimensional model of leader-member exchange: An empirical test, Paper presented at the Academy of Management annual meeting
- Dunegan, 1992, Task-level climate and LMX as interactive predictors of performance, Paper presented at the Academy of Management annual meeting
- Forret, 1994, The leader-member exchange model: A review and directions for future research, Paper presented at the Academy of Management annual meeting
- Graen, 1991, Partnership-making applies equally well to teammate-sponsor teammate-competence network, and teammate-teammate relationships, Journal of Management Systems, 3, 49
- Graen, 1994, Cross-cultural leadership-making: Bridging American and Japanese diversity for team advantage, Vol. 4, 415
- Liden, 1993, Scale development of a MDM measure of LMX, Paper presented at the Academy of Management annual meeting
- Liden, 1994, A field investigation of individual empowerment, group empowerment, and task interdependence, Paper presented at the National Academy of Management Meeting
- Manogran, 1993, A leader-member exchange approach to explaining organizational citizenship behavior, Proceedings of the annual meeting of the academy of management, 249
- Phillips, 1993, An examination of the multidimensionality of leader-member exchange, Paper presented at the Southern Management Association Meetings
- Ridolphi, 1984, Leader behavior versus leader-member exchange: A competitive test, Paper presented at the Southeast Decision Sciences meeting
- Rousseau, 1985, Issues of level in organizational research: Multilevel and cross-level perspectives, vol. 7, 1
- Schriesheim, 1992, An exploration of the discriminant validity of the leader-member exchange scale (LMX 7) commonly used in organizational research, Paper presented at the Southern Management Association Meeting
- Tsui, 1994, Performance implications of relational demography in vertical dyads, Paper presented at the Academy of Management annual meeting
- Uhl-Bien, 1993, Toward a contingency model of empowerment: Contribution of self-management empowerment and leadership-making empowerment to uni-functional and multi-fu, Paper presented at the National Academy of Management Meeting
Cited by
Sorted by citations
An integrative model of organizational trust
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995) · The Academy of Management Review · doi:10.2307/258792 · Cited by 10,736
Social Exchange Theory: An Interdisciplinary Review
Cropanzano, R., & Mitchell, M. S. (2005) · Journal of Management · doi:10.1177/0149206305279602 · Cited by 10,068
Hobfoll, S. E., Halbesleben, J., Neveu, J.-P., & Westman, M. (2018) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-032117-104640 · Cited by 5,781
Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.
Gerstner, C. R., & Day, D. V. (1997) · Journal of Applied Psychology · doi:10.1037/0021-9010.82.6.827 · Cited by 3,005
Metadata
- Authors
- Graen, G. B., & Uhl-Bien, M.
- Affiliations
- University of Cincinnati (US)
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 1995-06
- Volume
- 6
- Issue
- 2
- Pages
- 219-247
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2099808856
- Cited by
- 7,299
- References
- 96
- Citations by year
- 2026: 438 · 2025: 423 · 2024: 420 · 2023: 472 · 2022: 432 · 2021: 454 · 2020: 435 · 2019: 406 · 2018: 367 · 2017: 353 · 2016: 355 · 2015: 370 · 2014: 374 · 2013: 305 · 2012: 310
- FWCI
- 26.39
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Lincoln (University of Nebraska) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Keywords
- leader-member exchange, LMX theory, relational leadership, multi-level perspective, dyads
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