Leader–member exchange differentiation and team creativity
An investigation of nonlinearity
Bibliographic Data
| ID | 9890601 |
|---|---|
| Authors | Yan Li (0000-0001-6650-7726, Tsinghua University, China and Renmin University of China, China, corresponding author), Fengying Fu (Beijing Union University, corresponding author), Jian-Min Sun (Renmin University of China), Jianmin Sun (0000-0001-7696-3231, Renmin University of China, corresponding author), Baiyin Yang (0000-0002-8641-9907, Tsinghua University, corresponding author) |
| Year | 2016 |
| Volume | 69 |
| Issue | 5 |
| Pages | 1121-1138 |
| Publication date | 2016-05-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726715597481 |
| OpenAlex | W2295219284 |
| Language | EN |
| Citations received | 8 |
| References cited | 58 |
Although substantial knowledge regarding the antecedents and outcomes of leader–member exchange (LMX) differentiation has been accumulated, numerous questions related to this topic remain underexplored. To enhance the understanding of LMX differentiation and team-focused outcomes, this study proposed that LMX differentiation has a curvilinear relationship with team creativity and that team LMX quality (represented by the LMX median in this study) moderates the association between these two variables. An investigation based on 59 teams from multiple Chinese companies was conducted. The results indicated that LMX differentiation has an inverted U-shaped relationship with team creativity, and LMX median moderates the inverted U-shaped relationship. Specifically, for teams with a low LMX median, the curvilinear relationship is stronger, whereas for teams with a high LMX median, the slope of the curve becomes nearly flat, thus losing the inverted-U effect. Theoretical and practical implications are discussed, and directions for future research are outlined
Creativity · Quality (philosophy · Innovation and Knowledge Management · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Team Dynamics and Performance
Attributes and behaviors of effective R&D leaders in Indian public-sector labs
Higher-quality leader-member exchange (LMX), higher-level voice? The impact of LMX differentiation and LMX mean on promotive and prohibitive team voice
The effects of diversity on creativity
Positive effects of leader perceived overqualification on team creativity
The Road to the Future
The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency
The curvilinear relationship between team member boundary‐spanning differentiation and creativity
Leader–member exchange (LMX) differentiation and work outcomes
Putting Creativity to Work
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
Relating member ability and personality to work-team processes and team effectiveness.
Maximizing Cross-Functional New Product Teams' Innovativeness and Constraint Adherence
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange
Deep-level composition variables as predictors of team performance
Team-level predictors of innovation at work
The Too-Much-of-a-Good-Thing Effect in Management
A Little Creativity Goes a Long Way
When Job Dissatisfaction Leads to Creativity
Translating Team Creativity to Innovation Implementation
Individual Creativity and Group Ability to Utilize Individual Creative Resources
Minority dissent and team innovation
Looking at Both Sides of the Social Exchange Coin
A vertical dyad linkage approach to leadership within formal organizations
Leader–member exchange and its dimensions
When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator.
Common method biases in behavioral research
Capitalizing on Diversity
Beyond personal Leader–Member Exchange (LMX) quality
Leader-Member Exchange Theory and Research
Positive group affective tone and team creativity
Leader-member exchange, differentiation, and task interdependence
The relationship between individual creativity and team creativity
Differential treatment within sports teams, leader–member (coach–player) exchange quality, team atmosphere, and team performance
Back-Translation for Cross-Cultural Research
| Citations per year | 0.89 |
|---|---|
| Citation span | 2017 - 2026 (10) |
| Highly cited | No |