Who's Leading, Who's Following? Leader-member Exchange Theory and Voluntary Sport Boards
In: Annals of leisure research: the journal of the Australian and New Zealand Association of Leisure Studies, Band 6, Heft 2, S. 103-113
ISSN: 2159-6816
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In: Annals of leisure research: the journal of the Australian and New Zealand Association of Leisure Studies, Band 6, Heft 2, S. 103-113
ISSN: 2159-6816
In: Group & organization management: an international journal, Band 35, Heft 4, S. 391-420
ISSN: 1552-3993
Paternalism is an emerging concept with significant potential for international leadership research. Paternalistic leaders combine benevolence with authority. Paternalism is a prevalent leadership style in non-Western business organizations. In this article, the authors extend research on paternalism to the Western business context. They compare the attitudes of employees from the United States ( N = 215) and India ( N = 207) with respect to paternalistic leadership and its correlates. Paternalism had a significant positive effect on job satisfaction in India, but the relationship was not significant in the United States. In both cultural contexts, paternalistic leadership was positively related to leader—member exchange and organizational commitment. Results suggest paternalistic leadership may generalize across cultures.
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 19, Heft 1, S. 1-29
ISSN: 1464-0643
In: International journal of human resource management, Band 22, Heft 17, S. 3496-3512
ISSN: 1466-4399
In: International journal of business communication: IJBC ; a publication of the Association of Business Communication, Band 54, Heft 4, S. 431-451
ISSN: 2329-4892
This study explores the value of supervisor listening as a seeming key competence in effectively leading employees. We conceptualize listening within the theoretical framework of leader-member exchange (LMX). Specifically, we argue that supervisor listening contributes to satisfaction with the supervisor, interactional justice, and job satisfaction, and that listening unfurls its effect through fostering strong LMX. Data from 250 German employees from various professional backgrounds was used to assess validity criteria as prerequisites for the examination of listening vis-à-vis LMX for the three outcome variables. Good performance in all validity criteria and path-modeling results indicated that perceived supervisor listening provides value for future research on supervisor-employee interactions in the work setting.
Der Eintritt der Millennials, die zwischen 1980 und 2000 geboren wurden, in den Arbeitsmarkt führt, hervorgerufen durch ihre veränderten Wertvorstellungen und Verhaltensweisen, zu neuen Herausforderungen für Führungskräfte. Vor allem die geringe Loyalität und die hohe Wechselbereitschaft von Millennials kann eine Schwierigkeit darstellen, der sie sich in Zukunft stellen müssen. Aus diesem Grund wird von Führungskräften gefordert, sich intensiv mit den Bedürfnissen der jungen Generation auseinanderzusetzen, um durch Berücksichtigung dieser in ihrem Führungsverhalten die Bindung von Millennials an Organisationen zu erhöhen. Daher wird in dieser Masterarbeit die Frage geklärt, welche Bedeutung der Leader-Member-Exchange (LMX) für die MitarbeiterInnenbindung der Generation Y hat und durch welche Faktoren diese Beziehung beeinflusst werden kann. Anhand einer eingehenden Auseinandersetzung mit den Grundlagen der Leader-Member-Exchange Theorie, in der die Interaktionen zwischen der Führungskraft und ihren Mitabreitenden im Fokus stehen, wird die Relevanz einer hochwertigen Beziehung zwischen diesen für die MitarbeiterInnenbindung dargelegt. Anschließend wird das Konzept der Generationen vorgestellt und eine Abgrenzung der unterschiedlichen Generationen, aus denen sich die Erwerbsbevölkerung aktuell zusammensetzt, vorgenommen, um danach die wesentlichen Besonderheiten der Generation Y in Bezug auf den Arbeitsmarkt zu analysieren. Im letzten Kapitel werden verschiedene Aspekte der MitarbeiterInnenbindung der Generation Y dargestellt und in Verbindung mit der Leader-Member-Exchange Theorie gebracht. Abschließend werden Feedback und Empowerment als zwei Ansatzpunkte diskutiert, die Führungskräfte nutzen können, um die Beziehung zu ihren Mitarbeitenden zu verbessern und damit die MitarbeiterInnenbindung zu erhöhen. ; The entrance of Millennials, who were born between 1980 and 2000, to the labor force, induces new challenges for leaders caused by their altered system of values and behaviors. Particularly the low level of loyalty of Millennials towards their employers and their high turnover intentions can imply difficulties that leaders will be faced with in the future. For this purpose leaders will be expected to intensively examine the needs of the young generation and consider them with regard to their leadership behavior in order to improve the commitment of Millennials to organizations. Therefore, this master thesis clarifies the question of the impact, which Leader-Member-Exchange (LMX) has on employee retention of Millennials and which factors can have an influence on the relationship between them. Based on an intensive examination of the main principles of the Leader-Member-Exchange theory, where the focus is placed on the interactions between leaders and their members, the importance of a high quality relationship between them in order to retain employees can be stated. The following chapter deals with the generational concept and provides a differentiation of the generations the current working population consists of, in order to further analyse the essential characteristics and attitudes of the members of Generation Y with regard to the labor market. The last chapter deals with different aspects concerning employee retention of Generation Y members and the relation to Leader-Member-Exchange theory. In conclusion, two possible approaches, feedback and empowerment, are discussed, which can be used by leaders to improve their relationship to members and thus to increase employee retention. ; Cynthia Wendner, BSc ; Zusammenfassungen in Deutsch und Englisch ; Abweichender Titel laut Übersetzung des Verfassers/der Verfasserin ; Karl-Franzens-Universität Graz, Masterarbeit, 2019 ; (VLID)3278633
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In: Group & organization studies, Band 15, Heft 4, S. 395-413
The present research employed a correlational-design laboratory study to examine the initial-interaction component of a developmental model of Graen's leader-member exchange theory of leadership proposed by Dienesch and Liden (1986). The influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leader-member exchange was examined both from the perspective of group leaders and members. The 188 subjects were assigned to groups of 4 (a leader and 3 members). From the leader's perspective, liking for members and ability of members were the variables most consistently related to quality of leader-member exchange. From the member's perspective, all variables except self-assessed ability were related to quality of leader-member exchange. The differences in perspective between leaders and members are discussed.
In: Nonprofit management & leadership, Band 15, Heft 1, S. 55-70
ISSN: 1542-7854
AbstractUsing leader‐member exchange theory developed by Dansereau, Graen, and Haga (1975), this chapter analyzes the dyadic relationship between leaders (board chairs and paid executives) and members (volunteer board members) within the boards of Australian voluntary sport organizations. The chapter specifically examines the quality of leader‐member exchanges that exist within a sample of thirty‐four Queensland State Sporting Organizations and their relationship with board performance. It was found that board chairs and executives perceived the quality of their leader‐member exchanges to be higher than their respective relationships with board members, and that higher‐quality leader‐member exchanges among all three possible pairings of executives, board chairs, and board members were positively related to higher levels of board performance. The chapter discusses implications and directions for further research into leader‐member exchanges within voluntary sports organizations.
In: The Journal of social psychology, Band 128, Heft 5, S. 611-618
ISSN: 1940-1183
In: The Journal of social psychology, Band 137, Heft 5, S. 647-662
ISSN: 1940-1183
In: Journal of managerial psychology, Band 33, Heft 2, S. 122-141
ISSN: 1758-7778
PurposeThe purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge).Design/methodology/approachData included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses.FindingsIn established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways.Research limitations/implicationsLimitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations.Practical implicationsLeaders interested in increasing employees' helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMXvis-à-visLID.Originality/valueThis study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.
In: Oxford library of psychology
"Leader-member exchange (LMX) is the foremost dyadic leadership theory. According to this approach, high quality, trust and respect-based relationships between leaders and employees is the cornerstone of leadership. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, and what research gaps and future opportunities exist"--
In: Oxford library of psychology
In: Oxford handbooks online
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories, such as transformational, servant, or authentic, 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 organisations. This approach views the trust- and respect-based relationships as the cornerstone of leadership.
In: Industrielle Beziehungen: Zeitschrift für Arbeit, Organisation und Management, Band 24, Heft 1, S. 100-123
ISSN: 1862-0035
We compare the distributive justice perceptions of agency workers and permanent staff concerning different aspects of HRM. Moreover, we investigate if the supervisor-subordinate relationship quality (Leader-Member Exchange, LMX) influences the relationship between the contract status and distributive justice perceptions. We conducted semi-structured interviews in three Dutch logistics companies and distributed questionnaires among workers performing low-skilled jobs. Results show that a direct relationship between contract status and distributive justice perceptions remains when testing the mediator effect of LMX. Contract status seems partly to determine perceived LMX and, consequently, perceived distributive justice. However, the differences in perceived justice concerning voice, participation and pay between the worker groups change when individual workers perceive high-quality LMX. Thus, not only between group differences might be relevant, but also within group differences.
Purpose - The purpose of this paper is to identify demographic variables that may impact the quality of leader-member exchange (LMX) relationships within a military platoon. Design/methodology/approach - A total of 109 non-commissioned officers (NCOs) and 421 recruits from 27 platoons in the Singapore Armed Forces independently assessed the quality of their relationship with their platoon commander using the LMX7 survey instrument. Findings - Bivariate analyses indicated rank and type of service differentiated the quality of LMX between leaders (platoon commanders) and followers (NCOs, recruits). Research limitations/implications - The paper considers LMX only from the perspective of followers and does not take into account the broader context of the military platoon. Practical implications - The performance of the entire platoon may be more effective when platoon commanders operate at a distance, respect rank and formal authority relationships, and build closer personal relationships with NCOs than with recruits. Originality/value - There have been no studies examining the demographic basis for LMX differentiation in an Asian military organization. This paper fills the gap.
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