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A comparative study of the impact of leader‐member exchange in US and Indian samples

Arup Varma (Institute of Human Resources and Industrial Relations, Loyola University Chicago, 820 North Michigan Avenue, Chicago, IL 60611, USA)
Ekkirala S. Srinivas (Xavier Labor Relations Institute, PO Box 222, Circuit House Area (East), Jamshedpur 831001, India)
Linda K. Stroh (Institute of Human Resources and Industrial Relations, Loyola University Chicago, 820 North Michigan Avenue, Chicago, IL 60611, USA)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 1 March 2005

1935

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

Citation

Varma, A., Srinivas, E.S. and Stroh, L.K. (2005), "A comparative study of the impact of leader‐member exchange in US and Indian samples", Cross Cultural Management: An International Journal, Vol. 12 No. 1, pp. 84-95. https://doi.org/10.1108/13527600510797971

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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