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Reversing the lens: How followers influence leader–member exchange quality
Author(s) -
Xu Angela J.,
Loi Raymond,
Cai Zhenyao,
Liden Robert C.
Publication year - 2019
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1111/joop.12268
Subject(s) - psychology , social psychology , quality (philosophy) , followership , work (physics) , value (mathematics) , transformational leadership , social exchange theory , engineering , philosophy , epistemology , mechanical engineering , machine learning , computer science
Building on Foa and Foa's (1974) resource theory, this study explores why , how , and when followers’ proactive engagement in taking charge behaviours can drive leader–member exchange ( LMX ) relationships. Through a three‐wave multi‐rater field survey among 230 leader–follower dyads in China, we found that follower taking charge is positively related to LMX after accounting for the effect of in‐role performance. Our results suggest leader perceived service resources (i.e., the efforts and actions carried out by the focal follower that make the leader's work more effective) as the underlying mechanism of this relationship. Further, our findings demonstrate that achievement‐goal‐striving leaders are more likely to recognize the service value of taking charge followers and subsequently develop high‐quality LMX relationships with them. This study moves LMX theory forward by investigating follower‐driven LMX development. It also contributes to the emerging work on followership by ‘reversing the lens’ between leadership practice (in terms of LMX ) and follower behaviour (in terms of taking charge). Practitioner points Leaders should be aware of the valuable service resources associated with followers’ taking charge attempts. Followers who work under achievement‐goal‐striving leaders should be more proactive in building high‐quality relationships with their bosses by taking charge at work. To benefit from high‐quality LMX relationships, organizations should train leaders to appreciate followers’ taking charge endeavours.