Colleagues, A recent investigation of LMX differentiation by Li and Lioa JAP (2014) extended LMX team theory of collaboration during performance. They showed how heads of team who properly employ LMX differentiation shape team performance. Their investigation found that the improper use of LMX differentiation may have negative effects on team outcomes. As suggested by Grace and Graen (2014), LMX differentiation is a procedure that team heads may employ when the team is facing failure. However, it is complex and requires training in interpersonal skills to select and engage more fully the most appropriate talent who are also the most competent and trustworthy. Earlier investigations into LMX differentiation in the face of team failure demonstrated that heads of team can apply these skills to effective adapting their teams to overcome obstacles (Graen, Hui, & Taylor, 2006). George Graen REFERENCES Grace, M. & Graen, G. B. (2014). Millennial Spring: Designing the Future of Organizations. LMX leadership: The series Vol IX. Charlotte, NC: Information Age Publishing. Graen, G. B., Hui, C., & Taylor, E. (2006). Experience-Based Learning about LMX Leadership and Fairness in Project Teams: A Dyadic Directional Approach. Academy of Management Learning and Education, 5(4), 448–460. Li, A. N. & Lioa, Hui (2014). How do leader-member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. Journal of Applied Psychology, 99, 5, 847-866.
A recent investigation of LMX differentiation by Li and Lioa JAP (2014) extended LMX team theory of collaboration during performance. They showed how heads of team who properly employ LMX differentiation shape team performance. Their investigation found that the improper use of LMX differentiation may have negative effects on team outcomes. As suggested by Grace and Graen (2014), LMX differentiation is a procedure that team heads may employ when the team is facing failure. However, it is complex and requires training in interpersonal skills to select and engage more fully the most appropriate talent who are also the most competent and trustworthy. Earlier investigations into LMX differentiation in the face of team failure demonstrated that heads of team can apply these skills to effective adapting their teams to overcome obstacles (Graen, Hui, & Taylor, 2006).
REFERENCES Grace, M. & Graen, G. B. (2014). Millennial Spring: Designing the Future of Organizations. LMX leadership: The series Vol IX. Charlotte, NC: Information Age Publishing. Graen, G. B., Hui, C., & Taylor, E. (2006). Experience-Based Learning about LMX Leadership and Fairness in Project Teams: A Dyadic Directional Approach. Academy of Management Learning and Education, 5(4), 448–460. Li, A. N. & Lioa, Hui (2014). How do leader-member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. Journal of Applied Psychology, 99, 5, 847-866.
REFERENCES
Grace, M. & Graen, G. B. (2014). Millennial Spring: Designing the Future of Organizations. LMX leadership: The series Vol IX. Charlotte, NC: Information Age Publishing.
Graen, G. B., Hui, C., & Taylor, E. (2006). Experience-Based Learning about LMX Leadership and Fairness in Project Teams: A Dyadic Directional Approach. Academy of Management Learning and Education, 5(4), 448–460.
Li, A. N. & Lioa, Hui (2014). How do leader-member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. Journal of Applied Psychology, 99, 5, 847-866.