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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: 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: 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: Matthew Jason Shaffer Publisher: ISBN: Category : Ability Languages : en Pages : 62
Book Description
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: 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: Stephen C. Hlavka Publisher: ISBN: Category : Electronic dissertations Languages : en Pages : 83
Book Description
The present study investigated the mediating effect of Leader-Member Exchange (LMX) on the relationship between leadership style and employee outcomes. Previous literature studied individual relationships between constructs, however no studies were found which studied LMX in regard to multiple leadership styles and employee outcomes. Specifically, this study investigated transactional and transformational leadership. Employee outcomes of interest were engagement, burnout, job satisfaction, and motivation. The aim of the study was to draw links between the constructs of interest under one study and discuss the impact of these finding on the workplace. A sample of non-academic staff from the University of Wisconsin-Stout were asked to complete a survey during a data collection period January 2019. Results showed significant positive mediation effects of LMX across multiple outcomes. Practical implications and future research were discussed.
Author: Hong Nian Foong Publisher: LAP Lambert Academic Publishing ISBN: 9783844380248 Category : Languages : en Pages : 116
Book Description
Leader-member exchange (LMX) and Team-member exchange (TMX) model or the vertical-dyad linkage model. Researchers and theorists have recognized the importance of multilevel research to gain a better understanding of organizational behavior. This study assess the associated effect of leader-member exchange and other contextual variables such as Perceived Organization Support (POS), Organization Citizenship Behavior (OCB), Supervisor-Subordinate Communication, Team Member Exchange , Trust Context, job satisfaction, fairness perceptions and others. For both leader and members, integrity was found to be more important than either ability or strength in developing interpersonal trust. With the introduction of LTX in the field of network relationship study, we have elevated past research effort that mainly only focus on LMX, TMX and MMX. This book is significant for organizational leaders who are working towards building a competitive and successful company. Understanding the relationship between leader and his team will help the organization to understand the importance of developing and improving leader team relationship and provided much support to them.
Author: Jerome Wing Chee Choy Publisher: ISBN: Category : Employee motivation Languages : en Pages : 410
Book Description
In today's dynamic environment, organisations require effective leadership that focuses not only on direction, vision, and alignment with the environment, but also on providing support, development, and higher levels of satisfaction to employees, and overall cohesiveness within an organisation. Leadership that brings about trust, respect, loyalty, contribution, and mutual obligation between managers and employees is a critical source of competitive advantage by generating superior job performance and facilitating the flexibility to adapt to environmental changes. It is therefore important to explore the possible means of enabling effective work relationships to be developed and maintained between managers and subordinates. This study, therefore, applied both qualitative and quantitative methodologies to explore the manager-subordinate relationship-building process which hinges on leader-member exchange (LMX), participative decision-making (PDM) (specifically, delegation and participation), job satisfaction, and job performance in the setting of a large public sector organisation that has undergone management reforms. The central research question of this thesis - "What can be done to facilitate effective relationships between LMX members to enhance employee job satisfaction and job performance?" - was developed based on a local theory (i.e., the association between LMX and PDM) that evolved from the literature review and the findings of the qualitative study. A quantitative study was subsequently designed to test the local theory, and to answer the central research question of the thesis. The results of the quantitative study indicated that managers could make use of some practical organisational features - delegation, participation, and job satisfaction as effective instruments for developing and maintaining strong manager-subordinate relationships that would improve social capital and enhance the job performance of the organisation's human resources.
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: Brian Collera
Author: Brian Collera
Author: Amararajan Durarajen
Author: Matthew Jason Shaffer
Author: Talya N. Bauer
Author: Stephen C. Hlavka
Author: Hong Nian Foong
Author: Jerome Wing Chee Choy
Author: Stephen Siebenmorgen
Author: Morag Taylor
Author: David Day