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A comparative study of the impact of leader‐member exchange in US and Indian samples

Bibliographic Data

ID20501314
AuthorsArup Varma (0000-0002-6530-5564, Loyola University Chicago), Ekkirala S Srinivas, LINDA K STROH (Loyola University Chicago)
Year2005
Volume12
Issue1
Pages84-95
Publication date2005-03-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueCross Cultural Management An International Journal (JOURNAL)
Journal identifiersISSN: 1352-7606 • E-ISSN: 1758-6089
PublisherEmerald (PUBLISHER)
DOI10.1108/13527600510797971
OpenAlexW1986882924
LanguageEN
Citations received5
References cited23

In this empirical study, the authors compared the workings of LMX between two countries: India and the United States. Data from 162 supervisor‐subordinate dyads in India and 102 dyads in the US was analysed to examine the impact of subordinate LMX ratings on their evaluation of supervisor performance. Results revealed significant differences in the workings of LMX in the two countries, especially as viewed from the subordinate’s point of view

Demographic economics · Economics · Empirical research · Political science · Statistics · Supervisor · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior · Law · Mathematics · Psychology · Social Psychology

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Unique citing works5
Citations per year0,26
Citation span2007 - 2020 (14)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 5

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