Recent research exploring the leader-member exchange (LMX) model of leadership has suggested that members within the same work unit are differentiated in terms of their level of negotiating latitude. In this study, the possible impact of this role differentiation on member affective reactions was explored. As hypothesized, groups whose members experienced higher levels of negotiating latitude tended to have higher overall satisfaction with the leader, task, and co-workers. Contrary to expectations, however, the differentiation of follower roles was negatively related both to the level of negotiating latitude in the group and to member satisfaction with the task.
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