The Joint Effect of Leader-Member and Member-Member Exchange on Member Effectiveness

The aim of this study is to investigate the asymmetrical role perceptions of leader-member and member-member exchange (LMX and MMX) and their interactive effect on member effectiveness. We conducted the survey using a sample of 1246 leader−member dyads from 115 teams in mainland China and Taiwan. We categorized LMX into four types in dyadic networks: two-way fit about in-group (LMX-IV), leader regards member as in-group (LMX-III), member self-categorize himself as in-group of leader (LMX-II), and both sides regard each other as out- group (LMX-I). The results showed members of LMX-IV and LMX-I received the highest and lowest supervisor-rated job performance and self-rated job satisfaction respectively, while members of LMX-III yielded a higher supervisor-rated job performance and a lower self-rated job satisfaction than that of LMX-II. Moreover, members of LMX-IV with high MMX failed to obtain the highest job performance and satisfaction. Contributions, limitations and future directions are discussed.