3.2.6 Leader Member Exchange (LMX-7)

Purpose 

The LMX-7 assesses the quality of the exchange between leaders and subordinates, focusing on mutual expectations in their relationship. It distinguishes between in-group and out-group members, suggesting that these identities influence the quality of exchanges (Zaccaro et al., 1999). The test is completed by the subordinates of the supervisor/manager/leader.

This instrument is used to assess a leader’s ability to communicate with their employees and examine different exchange relationships with subordinates. It can be used for leader-subordinate exchange development.

Description 

The LMX-7 is built upon leader-member exchange theory, which views leadership as a process with leader-member relationships as the central element of leadership (Northouse, 2021). The LMX-7 instrument contains seven items that examine the quality of exchange between leader and subordinate.

The previous version of this instrument was the LMX-6. During the development of LMX6, the tests for convergent and discriminative validity included the LMX7, providing the missing psychometric rigor. Additional psychometric validation for LMX7 occurred during the development and validation of a multidimensional measure of leader-member exchange (Liden & Maslyn, 1993). In terms of reliability and validity, there is considerable literature using the 7-item LMX measure, with most users reporting high alphas, such as .91, .86, and .9 (Klein &Kim, 1998; Scandura & Graen, 1984; Scandura & Schriesheim, 1994; Wayne et al., 1997). Gerstner and Day (1997) conducted a meta-analysis on the LMX-7 measure and reported significant relationships between LMX and job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. Thus, the meta-analysis showed that the LMX-7 measure has sound psychometric properties and that the LMX is congruent with numerous empirical relationships associated with transformational leadership. Similarly, Northouse (2021), stated the instrument is reliable and valid.

Access 

The LMX-7 is accessible via academic journals and research databases, including in the relevant articles listed in the references section. Prior to usage, permission from the authors or copyright holders may be necessary. Contact the authors directly or consult the articles for more information on the availability and permissions.

References

Bhal, K. T., & Ansari, M. A. (1996). Measuring quality of interaction between leaders and members. Journal of Applied Social Psychology, 26(11), 945–972. http://dx.doi.org/10.1111/j.1559-1816.1996.tb01119.x

Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844. https://doi.org/10.1037/0021-9010.82.6.827

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multidomain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5

Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30(1), 109–131. https://doi.org/10.1016/0030-5073(82)90236-7

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43–72.  https://doi.org/10.1016/S0149-2063(99)80053-1

Scandura, T. A., & Schriesheim, C. A. (1994). Leader-member exchange and supervisor career mentoring as complementary constructs in leadership research. Academy of Management Journal, 37(6), 1588–1602. https://doi.org/10.2307/256800

Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage Publications.

Zaccaro, S. J., Klimoski, R. J., Boyce, L. A., Chandler, C., Banks, D., & Gade, P. A. (1999). Developing a tool kit for the assessment of army leadership processes and outcomes: Version 1.0 (ARI Research Note 99-35). U.S. Army Research Institute for the Behavioral and Social Sciences. https://apps.dtic.mil/sti/tr/pdf/ADA368448.pdf