Comparer des méthodes

	Polynomial Regression with Response Surface Analysis	Échelle d'Échange Leader-Membre
Domaine	Comportement organisationnel	Comportement organisationnel
Famille	Regression model	Process / pipeline
Année d'origine	1993	1995
Auteur d'origine	Jeffrey R. Edwards & Mark E. Parry	George B. Graen
Type	Congruence-testing regression and surface-analysis method	Self-report questionnaire
Source fondatrice	Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36(6), 1577-1613.	Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247.
Alias	Response Surface Methodology, RSA, Polynomial Regression for Congruence, Edwards Polynomial Regression	LMX-7, LMX, Graen Uhl-Bien Scale
Apparentées	3	5
Résumé	Polynomial regression with response surface analysis is the methodological gold standard for testing congruence, fit, and agreement hypotheses in organizational behavior, introduced by Jeffrey Edwards and Mark Parry in 1993. It replaces the once-common practice of subtracting two scores and regressing the outcome on that difference, a practice that conflates several distinct effects and discards information. Instead, the two component variables are entered together with their squares and cross-product, and the resulting equation is interpreted as a three-dimensional surface relating the two predictors to the outcome. Edwards and Parry showed that difference scores impose untestable and usually false constraints, and that the polynomial approach recovers the constrained model as a special case while exposing far richer patterns. Shanock and colleagues' 2010 tutorial made the method accessible by providing surface coefficients, tests, and plotting tools. The technique is now standard wherever person-environment fit and rater agreement are studied.	The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention.