title: Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.
abstract: 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.
authors.affiliation: Nanyang Business School, Nanyang Technological University, Block S3 01C-108, 50 Nanyang Avenue, Singapore 639798. thomas.rockstuhl@gmail.com
authors.forename: Thomas
authors.initials: T
authors.lastname: Rockstuhl
authors.forename: James H
authors.initials: JH
authors.lastname: Dulebohn
authors.forename: Soon
authors.initials: S
authors.lastname: Ang
authors.forename: Lynn M
authors.initials: LM
authors.lastname: Shore
mesh_terms: D003431:Cross-Cultural Comparison; D003469:Culture; D006801:Humans; D007398:Interpersonal Relations; D007588:Job Satisfaction; D007857:Leadership; D015279:Organizational Culture; D010563:Personnel Turnover; D012938:Social Perception