- Oxford Library of Psychology
- The Oxford Handbook of Leader–Member Exchange
- Oxford Library of Psychology
- About the Editors
- Leader–Member Exchange (LMX) Theory: An Introduction and Overview
- Leader–Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership Theory
- Leader–Member Exchange Measurement
- Leader–Member Exchange (LMX) from the Resource Exchange Perspective: Beyond Resource Predictors and Outcomes of LMX
- Leader–Member Exchange and Justice
- How and Why High Leader–Member Exchange (LMX) Relationships Develop: Examining the Antecedents of LMX
- Leader and Follower Personality and LMX
- LMX and Work Attitudes: Is There Anything Left Unsaid or Unexamined?
- Leader–Member Exchange and Performance: Where We Are and Where We Go From Here
- LMX and Creativity
- Leader–Member Exchange from a Job-Stress Perspective
- Leader–Member Exchange and Emotion in Organizations
- Leader–Member Exchange and Newcomer Adjustment
- Consequences of High LMX: Career Mobility and Success
- LMX Differentiation: Understanding Relational Leadership at Individual and Group Levels
- Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research
- Leader–Member Exchange and Organizational Culture and Climate
- “Good” Leadership: Using Corporate Social Responsibility to Enhance Leader–Member Exchange
- Relational Leadership through the Lens of International LMX Research
- Diversity and LMX Development
- Does Age Matter to LMX and its Outcomes? A Review and Future Research Directions
- Leader–Member Exchange Theory: A Glimpse into the Future
Abstract and Keywords
In this chapter, the authors review the literatures on leader–member exchange (LMX) and on constructs related to job stress (job stressors, well-being, work–family interface), and describe how LMX is associated with these job-stress constructs. They present an integrative framework that specifies bidirectional relationships between LMX and job-stress constructs and that proposes LMX as a moderator in the relationships between the job-stress constructs. They summarize empirical research on the relationships of LMX with job stressors, well-being, and work–family variables and conclude by suggesting directions for practice and future research emphasizing the need for more methodologically sound studies.
Sabine Sonnentag is a full professor of Work and Organizational Psychology at the University of Mannheim, Germany. Her research addresses the question how individuals can achieve sustainable high job performance and remain healthy at the same time. She studies recovery from job stress, proactive behavior, and self-regulation at work. She is a Fellow of the Society for Industrial and Organizational Psychology and a member of the Society of Organizational Behavior.
Alexander Pundt, University of Mannheim
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