Social Influence and Leader Perceptions: Multiplex Social Network Ties and Similarity in Leader–Member Exchange

摘要

Purpose Leader–member exchange (LMX) theory focuses on the degree of emotional support and exchange of valued resources between supervisor and subordinate. LMX research is criticized for failing to consider the role of the social context in the development of subordinates’ perceptions of LMX. We explore whether employees have similar LMX perceptions to those of multiplex social network ties.