Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

Martin, Robin; Guillaume, Yves; Thomas, Geoff; Lee, Allan; Epitropaki, Olga

doi:10.1111/peps.12100

Cited by 835Job Satisfaction and Organizational BehaviorEmployee Performance and ManagementEmployee Performance and Leadership

Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

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Martin, Robin, Guillaume, Yves, Thomas, Geoff, Lee, Allan, Epitropaki, Olga·2016·Personnel Psychology

DOI 10.1111/peps.12100

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Abstract

This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

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Leadership, creativity, and innovation: A critical review and practical recommendations
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Leadership, creativity and innovation: a meta-analytic review
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Authors: Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O.
Affiliations: University of Manchester (GB)
Aston University (GB)
University of Surrey (GB)
Corresponding author: Martin, Robin
ORCID: Martin, Robin
Guillaume, Yves
Thomas, Geoff
Lee, Allan
Epitropaki, Olga
Venue: Personnel Psychology
Publisher: Wiley
Published: 2015-04-25
Volume: 69
Issue: 1
Pages: 67-121
ISSN: 0031-5826 (ISSN-L)
1744-6570
DOI: 10.1111/peps.12100
OpenAlex: W2096370644
Cited by: 809
References: 275
Citations by year: 2026: 72 · 2025: 78 · 2024: 103 · 2023: 96 · 2022: 83 · 2021: 87 · 2020: 92 · 2019: 76 · 2018: 54 · 2017: 42 · 2016: 19 · 2015: 5
FWCI: 87.97
Type: journal article
Language: en
Open access: bronze
doi.org
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations: Personnel Psychology (publishedVersion)
Research Explorer (The University of Manchester) (publishedVersion)
Durham Research Online (Durham University) (acceptedVersion)
Durham Research Online (Durham University) (acceptedVersion, other-oa)
Open Research Exeter (University of Exeter) (acceptedVersion)
Durham Research Online (Durham University) (submittedVersion, cc-by)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords: leader-member exchange, employee performance, task performance, citizenship performance, trust in leadership, methodological bias, reciprocal effects

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Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

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