Author: Anthony R. Waul
Publisher:
ISBN:
Category :
Languages : en
Pages : 0

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Author: Talya N. Bauer
Publisher: Oxford University Press
ISBN: 0199326193
Category : Psychology
Languages : en
Pages : 457

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Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.

Author: Misael M. Culla
Publisher:
ISBN:
Category :
Languages : en
Pages : 345

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Author: Yi Liao
Publisher: Open Dissertation Press
ISBN: 9781361312728
Category :
Languages : en
Pages :

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This dissertation, "A Resource View and a Social Exchange View on Leader-member Dynamics: a Meta-analysis of LMX and a Study of Supervisor Monitoring Influencing Subordinate Innovation" by Yi, Liao, 廖逸, was obtained from The University of Hong Kong (Pokfulam, Hong Kong) and is being sold pursuant to Creative Commons: Attribution 3.0 Hong Kong License. The content of this dissertation has not been altered in any way. We have altered the formatting in order to facilitate the ease of printing and reading of the dissertation. All rights not granted by the above license are retained by the author. Abstract: This dissertation contains two studies. The first study uses a resource-based view to update previous meta-analyses of leader-member exchange (LMX) (Gerstner & Day, 1997; Ilies, Nahrgang, & Morgeson, 2007) by meta-analyzing the relationships between LMX and its various antecedents and outcomes. Based on the conservation of resources (COR) theory, LMX is regarded as a valuable resource toward multiple performance outcomes. Four groups of antecedents are proposed and it is argued that these resources help to develop a high quality of LMX, which represents the "resource gain" process in COR theory. Hypotheses relating to relationships between LMX and its correlates were proposed and tested. Methodological moderators were also included. Overall, results show that LMX is significantly related to various antecedents and outcomes. Implications for theory development and directions for future research are discussed. Based on the findings and research gaps observed from the first study, the second study uses a social-exchange view to propose and test a model of supervisor monitoring influencing subordinate innovation. It introduces a new and parsimonious classification of supervisor monitoring (control monitoring and developmental monitoring) and examines the effects of these two monitoring behaviors on subordinates' innovative behaviors (generating, spreading, and implementing new ideas). Guided by the social exchange theory, this study argues that the two types of supervisor monitoring would affect subordinates' job attitudes (trust and distrust in supervisor), social relationship quality (leader-member exchange), and work behaviors (feedback seeking behaviors), which in turn affect their innovative behaviors. Data were collected from 388 supervisor-subordinate dyads in China. Results show support for the proposed theoretical model. Findings suggest that supervisors' monitoring behaviors have both positive and negative effects on subordinates' innovations, depending on the kind of monitoring behavior they display. DOI: 10.5353/th_b5016263 Subjects: Leadership Organizational behavior Personnel management

Author: Matthew Jason Shaffer
Publisher:
ISBN:
Category : Ability
Languages : en
Pages : 62

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Prior research found that the quality of the working relationships between leaders and their followers, or Leader-Member Exchange (LMX) quality in leader-member dyads, predicts positive work outcomes for followers, including job satisfaction, engagement, and performance. Though leaders might be expected to receive similar benefits from high quality LMX with their followers, almost no published, empirical research to-date has reported benefits of LMX for leaders. The current study tested the relationships of LMX and positive work outcomes for leaders among middle managers and their direct supervisees in a large manufacturing company. Hypotheses predicted that average leader-rated LMX and average follower-rated LMX would positively correlate with three beneficial outcomes for leaders: job satisfaction, engagement, and their own performance as rated by their supervisors, while leader-follower deviance on ratings of LMX would negatively correlate with these three variables. The study used an archival dataset that included questionnaire-based measures of LMX quality and the three work outcomes among 25 middle managers and 84 of their supervisees. The supervisors of the 25 managers (17 senior managers) also provided ratings of the managers' individual performance. All measures were collected the same week; all had good reliability (coefficient alpha ≥0.80). Contrary to hypotheses, leader outcomes were unrelated to average leader-rated LMX or average follower-rated LMX. In the only significant finding involving leader outcomes, leader-follower LMX deviance correlated positively with leader engagement (r =.42 -- opposite the hypothesis.) Leaders' LMX ratings were also unexpectedly lower than their followers' ratings of LMX, so leaders' engagement trended higher the further their followers' perceptions of the quality of their relationships exceeded the leaders' own perceptions of LMX. Implications for theory, research, and application of LMX are discussed.

Author: Amararajan Durarajen
Publisher: LAP Lambert Academic Publishing
ISBN: 9783838395272
Category :
Languages : en
Pages : 112

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Book Description
Leader-member exchange (LMX) theory examines the relationship and role processes between a leader and individual followers. The theory is based on the understanding that leaders establish individual and mutually exchanged relationships with those in a subordination position. A leader typically has one major prevailing style of leadership, but most don t treat all followers the same way (Thomas, 2003). This empirical study was conducted in a multinational semiconductor industry in Bayan Lepas Free Industrial Zone in Penang, Malaysia. The independent variable was LMX with four sub-scales: Affect, loyalty, contribution and professional respect. The dependent variable was job satisfaction with two subscales: Intrinsic and extrinsic. This research uses a multidimensional approach and seeks to identify which of the subscales in LMX have a higher relation with satisfaction of employees in their job.

Author: Adam C. Johnson
Publisher:
ISBN:
Category : Electronic dissertations
Languages : en
Pages : 33

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The following research study sought to investigate the relationship between leader-member exchange (LMX, a measure of the quality of the working relationship between employees and their direct supervisors) and employees’ perceptions of empowerment in their work role in the organization, as well as the relationship between LMX and employees’ attitudes of affective organizational commitment. Paper surveys were distributed to employees at small-to-midsize manufacturing facility in northern Wisconsin. Once completed, surveys were returned to the researcher at UW-Stout for analysis. In total, a sample of 146 survey responses was collected from employees of the organization, each of whom was assigned to one of 14 different work-groups lead by individual members of the leadership team. Results indicated that a small-to-moderate, positive correlation existed between LMX and empowerment as well as between LMX and affective organizational commitment. Limitations and recommendations for future research are discussed.

Author: Terry Annette Nelson
Publisher:
ISBN:
Category :
Languages : en
Pages :

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Leader-member exchange (LMX) theory traditionally focuses on the characteristics and implications of low- and high-quality leadership exchange levels, to the exclusion of the middle-quality employees' leadership relationships. The limited research that has been conducted suggests that middle-quality employees can rival high-quality LMX employees in most organizational outcomes. The focus of this dissertation is to explore the theoretical and empirical potential of the middle-quality group's role in the LMX relationship developmental process. We argue, in this three-paper dissertation, that examining the middle-quality group can facilitate and enhance our comprehension of how LMX relationships exist and evolve. In the first paper, we expand upon the traditional LMX theoretical framework and organize theory around the LMX developmental process, highlighting the ways in which implicit and belongingness theories may interact as integral components in that process. In addition, a typology that demonstrates the characteristics and dynamics of the middle-quality group is presented. Next, we introduce the concept LMX fluidity to support our conceptualization of how a subordinate's LMX quality status may shift between low-, middle-, and high-quality during the lifespan of the relationship. The purpose of the second paper is to disclose the potential for how research inclusive of the middle-quality group may enrich future investigations of LMX. We present a brief history of the literature regarding the middle-quality LMX group, summarize existing empirical studies that isolated the middle-quality group's outcomes, discuss measurement challenges, and lastly, we identify opportunities for future theoretical and empirical research. In our last paper, we hypothesize that middle-quality subordinates would be less subjected to ostracism than low- and high-quality subordinates, in other words a curvilinear relationship between LMX quality and ostracism will exist. Employing a too-much-of-a-good-thing-effect (TMGT) methodological approach, our results illustrated a polynomial (S-shaped) effect existed between LMX quality and ostracism, therefore, supporting our hypothesis. Overall, this dissertation expands the current theoretical boundaries of the middle-quality LMX research stream.

Author: Douglas R. Lindsay
Publisher:
ISBN:
Category :
Languages : en
Pages : 129

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Previous empirical leadership research has shown the value of a good relationship between the leader and the follower (known as leader-member exchange or LMX). Many positive organizational outcomes (i.e., job satisfaction, organizational commitment, reduced turnover). are a result of this relationship. More recently, temporal factors in the workplace have received attention with respect to how they influence workers and resultant employee outcomes. The goal of this study was to examine how the temporal factor of polychronicity influences the LMX relationship as well as the implications for individual and organizational outcomes (e.g., extra role behaviors, performance). It was found that polychronicity was related to positive extra role behaviors (citizenship behaviors) but not negative extra role behaviors (counterproductive behaviors). In addition, a match between how the individual prefers to do work and how the job requires them to work was related to more citizenship behaviors and lower intentions to turnover. Finally, this match also moderated the relationship between LMX and negative workplace behaviors.

Author: Brandon S. Riggs
Publisher:
ISBN:
Category : Employees
Languages : en
Pages : 174

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Book Description
Scholars have repeatedly demonstrated the positive benefits of high-quality leader-member exchange (LMX) for employees and organizations alike. Although some research has examined outcomes of differentiation of LMX relationships within teams, there is scant research into the way in which the combination of LMX and LMX differentiation (LMX-D) interact at the leader-level in the workplace hierarchy and the trickle-down effects these leader relationships have on subordinates. Moreover, no research has examined the potential buffering effect that subordinate team LMX may have on leaders who are experiencing the desire to withdraw from the organization as a result of the combination of their leader-leader exchange (LLX) relationships and the LLX differentiation (LLX-D) they perceive on their own leader teams. Thus, the present study sought to combine LMX and multilevel leadership theories to examine the effects of these leader-level exchange relationships on turnover intentions (TOI) for both individuals in leader-member dyads. Results suggested stronger negative relationships between LLX and TOI for both leaders and members when LLX-D is lower. However, examining this relationship at the leader-level when accounting for subordinate team LMX mean suggests that high-quality LMX relationships with the team members supervised by the leader attenuates the negative relationship between LLX and leader TOI. Theoretical and practical contributions are discussed, including the importance of the relationship of LLX, LLX-D, and team LMX mean on employee attitudes at multiple organizational levels.