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The relationship between locus of control, the quality of exchanges between subordinates and leaders (LMX), and a variety of work-related reactions (intrinsic/extrinsic job satisfaction, work-related well-being, and organizational commitment) are examined. It was predicted that people with an internal locus of control develop better quality relations with their manager and this, in turn, results in more favourable work-related reactions. Results from two different samples (N = 404, and N = 51) supported this prediction, and also showed that LMX either fully, or partially, mediated the relationship between locus of control and all the work-related reactions.
Leader-member exchange theory (LMX) represents a theoretical approach to understanding leadership at work (Gerstner & Day, 1997; Graen & Uhl-Bien, 1995; Liden, Sparrowe, & Wayne, 1997; Schriesheim, Castro, & Cogliser, 1999). LMX differs from other leadership theories by focusing on the dyadic relationship between the leader and subordinate (member). Originally, leadership theorists believed that a leader displayed the same style to all their subordinates, termed the average leadership style approach, while the LMX approach argues that leaders develop relationships of different quality with their subordinates, and this affects a range of individual and organizational outcomes. Low quality LMX relationships, sometimes termed out-group exchanges (Dansereau, Cashman, & Graen, 1973), are ones where individuals are disfavoured by the leader and, as such, they receive fewer valued resources. Exchanges between the leader/subordinate simply follows the employment contract, with little attempt by the leader to develop or motivate the subordinate. In contrast, high quality LMX relationships, referred to as in-group exchanges (Dansereau et al., 1973), are ones where individuals are favoured by the leader, and where they receive many valued resources. Exchanges between the leader/subordinate go beyond the formal work contract, and involve managers showing influence and support, and where the subordinate is given more autonomy and responsibility.
Research on LMX has tended to either examine antecedent factors predicting the LMX relationship, or the relationship between LMX and outcome factors. Relatively little research has examined these perspectives together within a theoretical explanation linking antecedent factors, LMX and outcome factors (Epitropaki & Martin, in press). Of the antecedent factors that have been examined in relation to LMX, it is worth noting that relatively little attention has been directed towards the role of individual difference...