ISSN : 1229-0696
Conventional LMX theory basically assumes that leaders will have different social exchange with each members. However, previous research has rarely investigated the possible antecedents of LMX differentiation at the team level. Current study examined the effects of team variability of surface level (i.e. gender, age, tenure, education) similarity and deep level (i.e. job satisfaction, affective organizational commitment) similarity between leader and members as well as task competence and contextual performances of team members. We also investigated the influence of contextual factors such as team size and team cohesiveness. Results from the sample of 218 team and 1,617 participants from Korean firms, we found that team variability of deep level similarity, task competence, contextual performance, and team cohesiveness were positively associated with team level LMX differentiation. However, no support was found for the relationship between LMX differentiation and team variability of surface level similarity and team size. We discussed theoretical and practical implications of these findings.
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