Do low-quality leader-member relationships matter for subordinates? Evidence from three samples on the validity of the Norwegian LMX scale

Abstract

Theories on the relations between leaders and subordinates have been of interest to researchers for decades; however, these theories have received less attention in the Nordic countries. The aim of this study is twofold: to investigate the validity of the Leader-Member-Exchange Scale, LMX-7, in three Norwegian samples, and to explore potentially negative relationships between leader–member relationships and work-environment quality indicators. Data were collected from teachers (n = 409), industrial workers (n = 406), and bus drivers (n = 1024). All hypotheses were supported. Results supported use of the measure LMX-7 as indicated by factor structure, high construct validity, sufficient criterion-related validity, discriminant validity, and internal reliability as measured by Cronbach’s alpha above 0.90. Poor quality relationships were associated with higher levels of role conflict, stress, bullying, turnover intentions, age discrimination, and negative affectivity, and lower levels of job satisfaction, commitment, skills utilization, autonomy, participation, perceived fairness, and social support. Potential consequences of low-quality relations and implications of findings are discussed.