This chapter serves as the conclusion to the edited volume The Oxford Handbook of Leader-Member Exchange and provides a path forward for future studies in Leader-Member Exchange (LMX) theory by highlighting important gaps and future avenues of investigation. Recommendations include extending the theoretical foundations of LMX theory beyond role making and social exchange theories, exploring antecedents of LMX by utilizing longitudinal methods and examination of trajectories, integrating the context of new dyad formation, examining outcomes from objective measures or measures that do not rely on manager or self-reports, further exploring the effects of LMX differentiation, social comparison, and social networks, and systematically investigating the degree to which LMX may have a dark side.
Behavior; Sociology; Medical sciences; Health sciences; Bibliographies; Research productivity; Communication research; Work organization; Worker motivation; Attitude;
Author Keywords: leader-member exchange; LMX; relational leadership; dyadic leadership; social exchange
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