Please explain the Behavior itself?

In a meta-analysis of 164 LMX studies, Gerstner and Day (1997) found that leader- member exchange was consistently related to member job performance, satisfaction (overall and supervisory), commitment, role conflict and clarity, and turnover intentions. In addition, they found strong support in these studies for the psychometric properties of the 234 LMX 7 Questionnaire (included in this chapter). For purposes of research, they highlighted the importance of measuring leader-member exchange from the perspective of both the leader and the follower. Most recently, researchers are investigating the processual nature of leader-member exchange and how work relationships are co-constructed through communication. Hill, Kang, and Seo (2014) studied the role of electronic communication in employee empowerment and work outcomes and found that a higher degree of electronic communication between leaders and followers resulted in more positive leader-member relationships. Omilion-Hodges and Baker (2017) analyzed leader communication behaviors and developed scales to assess how these behaviors can affect the growth or stagnation of leader-member relationships. Based on a review of 130 studies of LMX research conducted since 2002, Anand, Hu, Liden, and Vidyarthi (2011) found that interest in studying leader-member exchange has not diminished. A large majority of these studies (70%) examined the antecedents (e.g., Maslyn et al., 2017) and outcomes of leader-member exchange. The research trends show increased attention to the context surrounding LMX relationships (e.g., group dynamics), analyzing leader-member exchange from individual and group levels, and studying leader- member exchange with non-U.S. samples (Malik et al., 2015) or racially diverse dyads (Randolph-Seng et al., 2016). For example, using a sample of employees in a variety of jobs in Israeli organizations, Arwater and Carmeli (2009) examined the connection between employees' perceptions of leader-member exchange and their energy and creativity at work. They found that perceived high-quality leader-member exchange was positively related to feelings of energy in employees, which in turn, was related to greater involvement in creative work. LMX theory was not directly associated with creativity, but it served as a mechanism to nurture people's feelings, which then enhanced their creativity. Ilies, Nahrgang, and Morgeson (2007) did a meta-analysis of 51 research studies that examined the relationship between leader-member exchange and employee citizenship behaviors. Citizenship behaviors are discretionary employee behaviors that go beyond the prescribed role, job description, or reward system (Katz, 1964; Organ, 1988). They found a positive relationship between the quality of leader-member relationships and citizenship behaviors. In other words, followers who had higher-quality relationships with their leaders were more likely to engage in more discretionary (positive "payback) behaviors that benefited the leader and the organization