Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.
Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.
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DOI：
10.1037/a0029978
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发表时间：
2012-09
期刊：
影响因子：
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通讯作者：
Thomas Rockstuhl;James H. Dulebohn;Soon Ang;L. Shore
中科院分区：
文献类型：
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作者：
Thomas Rockstuhl;James H. Dulebohn;Soon Ang;L. Shore
本研究通过meta分析民族文化对领导-成员交换及其相关因素的调节作用，拓展了领导-成员交换的研究。基于来自23个国家的282个独立样本（N = 68,587）并控制极端反应风格差异的结果表明：(a)在水平个人主义（如西方）情境下，LMX与组织公民行为、公平感、工作满意度、离职意向和领导者信任的关系强于垂直集体主义（如亚洲）情境；(2)国家文化不影响LMX与任务绩效、组织承诺和变革型领导的关系。这些发现突出表明，尽管成员普遍对领导人如何对待他们很敏感，但在亚洲背景下，成员的反应也可能受到集体利益和基于角色的义务的影响。
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.