Leader self-efficacy and role ambiguity and follower leader-member exchange
Journal article, Peer reviewed
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- SAM - Handelshøyskolen 
Original versionKuvaas B, Buch R. Leader self-efficacy and role ambiguity and follower leader-member exchange. Leadership & Organization Development Journal. 2019;41(1):118-132 https://dx.doi.org/10.1108/LODJ-05-2019-0209
Purpose – The purpose of this study is to investigate whether leader self-efficacy and leader role ambiguity are related to follower LMX. In addition, we examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach – Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings – Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications – The main limitation of our study is the cross-sectional nature of the data from the followers. Practical implications - Provided that our findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value – Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.