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

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

Open access
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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Metadata

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
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
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 › Business, Management and Accounting › Organizational Behavior and Human Resource Management › 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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