Implicit leadership theories, quality of leader-member exchanges (LMX) and satisfaction

Abstract

This study analysed the relationship perceived by subordinates between real leadership behaviours and implicit leadership theories and the effect of this relationship on their perceptions of leader-member exchanges (LMX). The influence of the discrepancy between real behaviours and ideal prototypes, the leader-subordinate interaction and subordinates’ general satisfaction and wellbeing were assessed in military and community samples. The follo-wing instruments were administered to 554 subjects (372 civilians and 182 military cadets): the Leader Attributes Survey, LMX-7, a Work Satisfaction survey, and a survey designed to measure well-being. For both samples the results showed a strong relationship between the variable real behaviours-ideal prototypes discrepancy and LMX. The relationship between LMX and subordinate’s self-perceived work wellbeing was confirmed only in the community sample, not in the military sample. Key words: implicit theories, leadership, satisfaction, well-being.