The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in these processes. Drawing on a sample of 161 managers and their respective leaders, we develop and offer empirical support for a model in which leader and subordinate agreeableness and core self‐evaluations wield their respective influence through the affective and role definition processes underlying LMX. Implications of these findings for the theory and practice of LMX are discussed.