Nanyang Business School, Nanyang Technological University, Block S3 01C-108, 50 Nanyang Avenue, Singapore 639798.
J Appl Psychol. 2012 Nov;97(6):1097-130. doi: 10.1037/a0029978. Epub 2012 Sep 17.
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
这项研究通过元分析领导者-成员交换（LMX）关系在调节 LMX 与其相关因素之间的关系中的作用，扩展了 LMX 研究。基于来自 23 个国家的 282 个独立样本（N=68587）和对极端反应风格差异的控制，结果表明：（a）在水平个人主义（例如，西方）情境中，LMX 与组织公民行为、公正感知、工作满意度、离职意向和领导信任之间的关系比在垂直集体主义（例如，亚洲）情境中更强；（b）国家文化并不影响 LMX 与任务绩效、组织承诺和变革型领导之间的关系。这些发现强调，尽管成员普遍对领导如何对待他们敏感，但在亚洲情境中，成员的反应也可能受到集体利益和基于角色的义务的影响。
