A comparative study of the impact of leader‐member exchange in US and Indian samples
Authors:
- 1 March 2005
- journal article
- Published by Emerald Publishing in Cross Cultural Management: An International Journal
- Vol. 12 (1) , 84-95
Abstract
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.Keywords
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