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The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

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Abstract

Research on leader–member exchange (LMX) has gained momentum with a large number of studies investigating its impact on multiple levels. This article systematically reviews the literature between 2010 and 2016 on the link between LMX and its impacts on employee perceptual, attitudinal and behavioral outcomes. Our review identifies performance, job satisfaction, organization citizenship behavior, turnover intention, creativity, organizational commitment and affective commitment as the most significant outcomes of LMX. This article also identifies potential areas for future LMX research and identifies different ways for enhancing its theoretical and empirical contributions in future.

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Authors and Affiliations

  1. FAST School of Management, NUCES-FAST, Islamabad, Pakistan

    Sana Mumtaz

  2. Shaheed Zulfiqar Ali Bhutto Institute of Science and Technology (SZABIST), Islamabad, Pakistan

    Sana Mumtaz

  3. Cass Business School, City, University of London, London, UK

    Chris Rowley

  4. Kellogg College, University of Oxford, Oxford, UK

    Chris Rowley

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Mumtaz, S., Rowley, C. The relationship between leader–member exchange and employee outcomes: review of past themes and future potential. Manag Rev Q 70, 165–189 (2020). https://doi.org/10.1007/s11301-019-00163-8

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