The Influence Of Leader-Member Exchange On Behaviors And Responses Of Employees

As a theory on dynamic superior-subordinate relationship, Leader-Member Exchange has been paid more attention by more and more scholars.Based on theory of LMX and staff EVLN model, the present study is to explore the relationships between LMX and staff EVLN behaviors through questionnaire survey.The main results are listed as follow:1. In general, the LMX quality of present employees is positive and in above-middle level. In the four dimensions, employees have higher effect and professional respect, but have lower loyalty and contribution.2. Nowadays employees EVLN behaviors are better, they prefer to adopt loyalty and voice behavior, and to avoid exit and neglect behavior. At the same time, employees tend to adopt constructive and positive behavior, and to avoid destructive and negative behavior.3. The LMX quality of employees is significantly different in several demographic variables such as gender, age, education, position experience, dyadic tenure, organization nature and so on.4. The LMX quality similarity can significantly predict employee EVLN behaviors. The LMX quality has positive relationship with voice and loyalty behaviors, while has negative relationship with exit and neglect behaviors.5. The LMX quality similarity can significantly predict employees' constructive and destructive behaviors. While the LMX quality has positive relationship with constructive behaviors, and has negative relationship with destructive behaviors.6. The four dimensions of LMX quality similarity can significantly predict employee EVLN behavior. Effect has negative relationship with exit behavior; trust has positive relationship with voice behavior; contribution and professional respect have positive relationship with loyalty behavior; effect, trust and professional respect can significantly predict neglect behavior.7. The four dimensions of LMX quality similarity can significantly predict constructive-destructive behaviors and positive-negative behaviors. Contribution and professional respect have positive relationship with constructive behavior; effect and professional respect have negative relationship with destructive behavior; contribution and effect can significantly predict positive behavior; trust has negative relationship with negative behavior.