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Leader‐Member Exchange and Transformational Leadership: An Empirical Examination of Innovative Behaviors in Leader‐Member Dyads
Author(s) -
Basu Raja,
Green Stephen G.
Publication year - 1997
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1997.tb00643.x
Subject(s) - transformational leadership , psychology , social psychology , autonomy , quality (philosophy) , transactional leadership , political science , law , philosophy , epistemology
This paper evoked leader‐member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader‐member dyads. Data from 225 leader‐member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.