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Author: Amararajan Durarajen Publisher: LAP Lambert Academic Publishing ISBN: 9783838395272 Category : Languages : en Pages : 112
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: Amararajan Durarajen Publisher: LAP Lambert Academic Publishing ISBN: 9783838395272 Category : Languages : en Pages : 112
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: Arnold B. Bakker Publisher: Psychology Press ISBN: 1136980881 Category : Business & Economics Languages : en Pages : 218
Book Description
This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.
Author: David Day Publisher: Oxford University Press ISBN: 0190213779 Category : Psychology Languages : en Pages : 913
Book Description
As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.
Author: Talya N. Bauer Publisher: Oxford University Press ISBN: 0199326185 Category : Psychology Languages : en Pages : 457
Book Description
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: Michael Dwain Collins Publisher: ISBN: 9781109984200 Category : Languages : en Pages : 182
Book Description
The present research studies the relationship between Leader-Member Exchange (LMX), psychological empowerment, job satisfaction, and turnover intention within the context of an upscale, limited-service restaurant environment. Participants responded to an online survey in which these constructs were measured utilizing the LMX-7 to measure the quality of the LMX relationship, twelve (12) items to measure the perceived level of psychological empowerment, the Minnesota Satisfaction Questionnaire (short-form) to assess job satisfaction, and four (4) items to determine turnover intentions. Principle component analysis was conducted in order to determine the factor structure of the constructs. Structural equation modeling was utilized to test the six (6) proposed hypotheses. The findings reveal that the quality of the LMX relationship and the level of psychological empowerment have significant, direct linear relationships with job satisfaction. Surprisingly, job satisfaction is not found to have a statistically significant relationship with turnover intention for the sample group as a whole while psychological empowerment proves to be the most reliable predictor of turnover intention. Discussion highlights the relationships between the variables with different sub-sets of the sample based upon demographic information. Implications for practitioners and future research are also discussed.
Author: Leah M. Omilion-Hodges Publisher: Springer Nature ISBN: 3030687562 Category : Business & Economics Languages : en Pages : 234
Book Description
It is hard to overstate the importance of the leader-member exchange relationship. Employees who share a high-quality relationship with their leader are more likely to earn a higher salary, climb the ranks more quickly, and report higher life satisfaction levels than their peers who have a less copasetic leader-member relationship. While Leader-Member Exchange Theory (LMX) research addresses the impact that the leader-member relationship has on the individual employee experience, much of this scholarship overlooks or obscures the vital role that communication plays in the development and maintenance of workgroup relationships. Much of extant literature also glosses over the role that communication plays in workgroup collaboration. Using a communicative lens, this text illustrates the complex theoretical underpinnings of LMX theory, such as the importance of social interaction and relationship building and maintenance necessary to achieve organizational goals. We explore how an employee’s relationship with their leader also shapes their peer relationships and their overall standing within their workgroup. Further, the text examines the potential dark side of LMX theory, such as the tendency towards demographic and trait and state similarity. Employing a communicative perspective emphasizes the extent of position and personal power both leaders and members have in engineering the quality of the relationship they desire. Integrating and applying once disparate lines of academic literature, this book offers employees, students, and teacher-scholars pragmatic yet research-based insights into developing and maintaining successful, healthy workplace relationships.
Author: Kyle E. Johnson Publisher: ISBN: Category : Electronic dissertations Languages : en Pages : 38
Book Description
Leader-Member Exchange (LMX), job satisfaction, and intrinsic motivation have all been found to relate to organizational success. However, after extensive literature review it was found that previous research has failed to analyze the three variables together. The current study explored whether LMX partially mediates the relationship between intrinsic motivation and job satisfaction. Amazons.com, Inc. Mechanical Turk was utilized to provide a national sample of N=169 participants, who completed a questionnaire gauging the variables of interest. Results replicated significant intercorrelations between LMX, job satisfaction, and intrinsic motivation. In addition, LMX partially mediated the relationship between intrinsic motivation and job satisfaction. Theoretical and practical implications include the use of leadership development initiatives to improve organizational effectiveness. Suggested initiatives include focusing on employee motivation, employee job satisfaction, and the way a leader manages their employees.
Author: Brian Collera Publisher: ISBN: Category : Middle managers Languages : en Pages : 0
Book Description
Leader-member exchange (LMX) theory focuses on the quality of the relationship between a leader and member. LMX is associated with a number of positive member outcomes, but LMX research has largely neglected what, if any, positive benefits leaders attain from high quality relationships beyond better team performance. The purpose of this study was to apply the LMX theory to middle managers in organizations. Middle managers inherently balance the competing interests of multidirectional relationships, acting as both a leader and a member in the organizational hierarchy. This study explored how middle manager’s self-rating of LMX (relationship with their subordinates), leader-leader exchange (relationship with their direct supervisor), and the interaction of these variables predicted middle manager’s job satisfaction. This study also examined the prevalence of incongruent ratings of LMX and LLX and its impact on job satisfaction. This quantitative study surveyed middle managers of a private business in the southeastern United States, utilizing the LMX-7, SLMX-7, and the MSQ-Short Form. A combination of multiple regression, correlational, and ANOVA analyses were conducted. The study found that LLX was a significant predictor of middle manager job satisfaction, while LMX and the interaction of LMX and LLX were not. The results of this study have both theoretical and practical implications, as the impact of LMX was able to be examined from the leader and member perspectives simultaneously and from the same source. This provided alternative insights into how roles, resources and hierarchy all play pivotal roles in the outcomes of LMX.
Author: Edward E. Lawler Publisher: John Wiley & Sons ISBN: Category : Business & Economics Languages : en Pages : 696
Book Description
Monograph on the measurement of business organization behaviour and organization development in view of quality of working life - explains purposes, models, methodologys and processes of organizational assessment. Bibliography pp. 624 to 658 and diagrams.
Author: Amararajan Durarajen
Author: Amararajan Durarajen
Author: Arnold B. Bakker
Author: David Day
Author: Aharon Tziner
Author: Talya N. Bauer
Author: Michael Dwain Collins
Author: Leah M. Omilion-Hodges
Author: Kyle E. Johnson
Author: Brian Collera
Author: Edward E. Lawler