Abstract and Keywords
The management of diversity in organizations will require social exchanges between members of various social/demographic groups. Yet, high-quality leader–member exchanges (LMX) are built upon the presumption of competence and trust between supervisors and their subordinates. To the extent that members of stigmatized groups endure negative stereotypes of competence (and warmth), the initial role-taking and subsequent role-making stages of LMX development may be compromised. In this chapter, we consider the potential impact of highly visible characteristics such as age, gender, race-ethnicity, and obesity on initial role-taking, as well as the influence of less visible characteristics such as disability and sexual orientation on the later role-making stage of LMX development. After laying the groundwork regarding the content of various group stereotypes, we discuss the implications of leader–member similarity/dissimilarity on LMX formation. Finally, we conclude with directions for future research linking diversity and LMX.
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