The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

Purpose The current paper aims to analyse the antecedents of leader–member exchange relationships (LMX) by specifically focusing on influence supervisor’s feedback delivery tactic. Design/methodology/approach This study uses qualitative research methods with primary interviews as main data source. Primary 40 managers from top supermarkets in Nigeria, South Africa and UK were undertaken. Findings authors found that both high-quality positive constructive criticisms produced same feelings – more interpersonal their supervisors, higher levels commitment organisations, job satisfaction thus, LMX relationships. Where delivered without greater treatment, was perceived negative, participants revealed lack satisfaction, poor relationship high turnover intent thus low-quality relationship. Originality/value To best authors’ knowledge, is one first studies highlight consequences different tactics subsequent quality particularly African context. develop a process-based model enhancing LMX, which shows role tactic process. also illustrates how negative/unconstructive could result LMX. Finally, this offer comparative assessment between British (the UK) empirical settings some interesting dynamics concerning