Chapter 6: LMX In Germany: Theoretical and Empirical Reception of a Dyadic Leadership Approach

The aim of this chapter summarizes the theoretical and empirical work on leader-member exchange (LMX) in Germany. Textbooks, theoretical chapters, and empirical work on LMX were included in the review. Whereas the theoretical reception of this dyadic leadership approach started early, empirical work referring to LMX began only recently. Reasons for this late empirical reception are discussed with reference of the (partly) negative view of the concept held by German scholars. Empirically, initial LMX research in Germany shows results similar to those of research in the United States, indicating that establishing a positive LMX relationship is probably as successful in a German working context as it is in a U.S. working context.