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Diversity Role on LMX relationships


  • Maria del Mar Bornay-Barrachina

    () (Department of Business Administration, Universidad Pablo de Olavide)

  • Jaime Guerrero-Villegas

    () (Department of Business Administration, Universidad Pablo de Olavide)


High quality leader-member relationships (LMX) provide huge opportunities for strategic and organizational benefits (see Graen & Uhl-Bien, 1996; Liden et al., 1997). Despite the many positive effects of high LMXs, one area in need of empirical investigation is evidence of what leads to higher and lower quality relationships (Uhl-Bien, et al., 2000). The present analyses the antecedents of LMX, following the similarity-attraction paradigm at the dyad and at the team level, and specifically explores the consequences on team innovation. Our results support prior research, about demographic variables positive related to quality of LMX development, adding evidence on the importance of combine many demographic variables together. Focusing on gender role in the development of LMX and team composition, this investigation point out that the gender of the leader is the more relevant determinant for developing high LMXs. We also explore the consequences of these relationships on team outcomes, specifically team innovations.

Suggested Citation

  • Maria del Mar Bornay-Barrachina & Jaime Guerrero-Villegas, 2014. "Diversity Role on LMX relationships," Working Papers 14.02, Universidad Pablo de Olavide, Department of Business Organization and Marketing (former Department of Business Administration).
  • Handle: RePEc:pab:wpboam:14.02

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    Leader-Member Exchange; Demography Role; Gender Role; Teams; Team innovation;

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