TITLE

Leader-Member Exchange: Antecedents and Consequences of the Cadre and Hired Hand

AUTHOR(S)
Lagace, Rosemary R.
PUB. DATE
January 1990
SOURCE
Journal of Personal Selling & Sales Management;Winter90, Vol. 10 Issue 1, p11
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article focuses on Leader-Member Exchange (LMX) construct, which implies that managers interact differently with different subordinates, and that these differing relationships result in different outcomes. LMX offers an understanding of a large portion of the salesperson socialization process. The article investigates the validity of LMX construct with a sample of salespeople. The basic premise of Leader-Member Exchange is that subordinates may be grouped into "cadre" or "hired-hand" categories. It also tests possible antecedents and outcomes to determine if differences exist between the "cadre" and "hired-hand" salesperson. The conceptualization of the LMX utilizes social exchange theory and organizational role theory and represents the responses of an individual to certain stimuli because of specific exchange processes involving the individual. Subjects in the article were saleswomen who were members of the Cincinnati Association of Professional Salespeople. The findings suggest that female managers seem more likely to develop a cadre-relationship.
ACCESSION #
6653269

 

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