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Intro to Annotated Bibliography
In “Looking beyond the dyad: How transformational leadership affects leader-member
exchange quality and outcomes” Coleman and Donoher explore the relationship between
transformational leadership (TFL) and leader-member exchange (LMX), specifically how
TFL behaviors and LMX outcomes are interrelated.
The authors argue that idealized influence (charisma) is either mediated or amplified by
individualized consideration (face-to-face interaction). The interaction between a leader’s
charisma and face-to-face interaction with followers results in four possible follower
outcomes, namely, disconnected follower (perceived low charisma and low face-to-face
interaction), sporadic follower (perceived high charisma and low face-to-face interaction),
temporary follower (perceived low charisma and high face-to-face interaction), and active
follower (perceived high charisma and high face-to-face interaction).
The research demonstrates that LMX outcomes result from a pattern of behaviors,
perceptions, and interactions, rather than dyadic interactions alone.
The article is useful in the discussion of the relationship between TFL and LMX in that it
illustrates how the two theories interact and can together be used in the prediction of LMX
outcomes.
Whereas Liao and Chuang explore the relationship between TFL and LMX, similarly to
Coleman and Donoher, the former tie their research to LMX outcomes as they relate to
building long-term customer service relationships.
Coleman and Donoher’s research could be an important consideration in the development of
workforce management strategies, including culture change initiatives and the recruiting of
key personnel.
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Coleman, R. & Donoher, W. (2022). Looking beyond the dyad: How transformational leadership
affects leader-member exchange quality and outcomes. Journal of Leadership Studies,
15(4), 6-17. https://doi.org/10.1002/jls.21792.
This article explores the relationship between transformational leadership (TFL) and
leader-member exchange (LMX). The authors argue that idealized influence or charisma
interacts with individualized consideration or face-to-face interaction in a quadripartite
typology. When perceived low charisma is matched with low face-to-face interaction, this
results in a disconnected follower. The inverse, high perceived charisma and high face-to-
face interaction result in an active follower. When high perceived charisma is matched
with low face-to-face interaction, this results in a sporadic follower, whereas a
combination of perceived low charisma and high face-to-face interaction occasions a
temporary follower. This research demonstrates that LMX outcomes are the result of a
pattern of behaviors, perceptions, and interactions, rather than mere dyadic interactions.
The authors’ work could be useful in predicting LMX outcomes and the development of
workforce management projects, including recruiting and training key management
personnel. This research differs in focus from Liao and Chuang’s work (Liao & Chuang,
2007). The latter explore the relationship between TFL and LMX, specifically as it relates
to building long-term customer service relationships.
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In “Transforming service employees and climate: A multilevel, multisource examination of
transformational leadership in building long-term service relationships” Liao and Chuang
examine how TFL affects employee service performance and customer relationship
outcomes.
The authors argue that TFL affects individual employees’ attitudes (at the micro level) and
the work unit’s service climate (at the macro level). They further argue that individual-level
TFL and work-unit-level TFL are positively related to employee service performance.
The research findings confirm (a) the positive relationship between employee perceived and
experienced TFL and employee service performance, (b) the enhancing factor of service
climate and employee service performance, (c) and the positive relationship between
employee service performance and customer relationship outcomes. The research suggests
that TFL plays a significant role in customer service outcomes by means of transforming
individual employee’s attitudes and service climate.
Compared to Coleman and Donoher’s research, this research links TFL not just to LMX, but
also to customer relationship outcomes.
This article is useful to understand the importance of workforce management and its
integration with marketing efforts aimed at improving customer relationships and retention.
Liao and Chuang’s work can be integrated into management strategies for recruiting and
training key personnel, including front-line and senior managers.
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Liao, H. & Chuang, A. (2007). Transforming service employees and climate: A multilevel,
multisource examination of transformational leadership in building long-term service
relationships. Journal of Applied Psychology, 92(4), 1006-1019.
https://doi.org/10.1037/0021-9010.92.4.1006.
In this article the authors examine the relationship between TFL and employee service
performance and customer service performance. Liao and Chuang posit that TFL has a
multilevel influence that affects individual employees as well as service climate. Whereas
perceived and experienced TFL influences employee service performance, service
climate serves as an enhancer to employee service performance. The research
demonstrates a positive relationship between employee service performance and
customer relationship outcomes. This differs from Coleman and Donoher’s research,
whose scope does not extend beyond the relationship between TFL and LMX,
specifically, the interrelation between behaviors, perceptions, and interactions in yielding
follower outcomes. Liao and Chuang’s research could be instrumental in the strategic
recruitment, training, and management of employees with a view to enhancing customer
relationships and retention.
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