Supervisor–subordinate convergence in descriptions of leader–member exchange (LMX) quality: Review and testable propositions

Theoretical explanations are presented for the poor convergence in supervisor and subordinate leader–member exchange (LMX) descriptions that are commonly reported in the literature. We focus on (1) measurement deficiencies, and (2) differences in supervisor–subordinate perceptions of the LMX construct. Additionally, several other factors (e.g., information-processing styles, attributional biases, etc.) are explored that may explain poor convergence. Testable propositions and suggestions for future research are developed and presented, and the applicability of the explanations to other leadership approaches is considered.