LMX 차별화: 연구의 동향과 과제

다국어 초록 (Multilingual Abstract)

The purpose of the present study was to develop research agendas for future studies by critiquely reviewing research results conducted thus far concerning LMX(Leader-Member Exchange) differentials. For the last 30 years, LMX theory rooted in social exchange theory yielded distinctive research results in such areas as antecedents and outcomes of LMX, developmental stages of leader-member relations, social network analysis, and what not. Recently, however, scholars came to a conclusion that rather than taking a in- or out-group dyadic perspective it is more appropriate to take a group level perspective, focusing on the within-group percentages of in- vs. out-group members, namely, LMX differentials. After reviewing articles on LMX differentials published so far, several conclusions have accrued as in: firstly, the effects of LMX differentials are stronger on attitudinal outcomes such as job satisfaction, organizational commitment, innovativeness than on performances; secondly, instead of taking solely group level perspective it is more effective to look at the differentials from multi-level perspectives across individual, dyadic, as well as group levels of analysis; thirdly, the differential-outcome relations are moderated by group traits, job characteristics, organizational justice, and role clarity; finally, the results differ depending on whether means of modes are used in measuring LMX differentials. Considering few studies conducted on LMX differentials in Korea, the present review is expected to attract more attention from diverse leadership researchers. Future research directions are also discussed.