Influence of leader behaviors on the leader‐member exchange relationship

Purpose – Many studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX. Design/methodology/approach – This paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship. Findings – Four of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspects. Originality/value – The present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.