When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.

Examined the antecedents of decision influence in 58 male-dominated managerial dyads. Data were collected from a large US manufacturing organization, and leader-member exchange (LMX) and decision influence were measured from both subordinate and superior points of view. Results indicate that important antecedents of decision influence are the quality of LMX and the subordinate's performance level. It was found that superiors show a noncompensatory model regarding decision influence: The subordinate must possess high performance and exchange skills. In contrast, subordinates show a compensatory model in which higher performance can compensate for lower LMXs. This research replicates and extends the results of M. Wakabayashi and G. Graen's (see record 1985-10982-001) study on the interaction pattern of LMX and subordinate performance on career outcomes for Japanese work organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)