Relevant bibliographies by topics / Leader-member exchange theory

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Leader-member exchange theory'

Author: Grafiati
Published: 4 June 2021
Last updated: 24 January 2023

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Journal articles on the topic "Leader-member exchange theory"

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Babič, Šejla. "Ethical Leadership and Leader Member Exchange (LMX) Theory." CRIS - Bulletin of the Centre for Research and Interdisciplinary Study 2014, no. 1 (January 1, 2014): 61–71. http://dx.doi.org/10.2478/cris-2014-0004.

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Abstract The aim of this paper is to evaluate the contribution that developments in the area of ethical leadership and trust have made to our understanding of effective people management within organisations. This paper is based on a case study from Harvard Business Review (2007) called "IBM - Leading the Turnaround". The author will use Leader Member Exchange (LMX) theory by Graen and Uhl-Bien (1995) and integrate the ideas of ethical leadership to critically evaluate the leadership style of the CEO of IBM Louis V. Gerstner that led to the turnaround of IBM. In particular, the author will focus on the following question: What role did trust play in the leadership style of Gerstner in the transformation of IBM? When Gerstner became the CEO of IBM in 1993, an $8.1 billion loss on the stock market was announced by IBM; this was one of the largest in U.S. history. Gerstner was facing a difficult job as stock market commentators were rapidly writing off IBM as a 'slow elephant' and, as a result, IBM's workforce was not in any state to accept change. Gerstner's first task was to analyse what was going wrong within IBM, despite having dedicated people, high technological infrastructure, and a sound strategy, he found that IBM was suffering from its own success during the many years of operation. Its own success was its downfall, for it had become slow moving and inward looking. Organisationally, it had become a decentralised 'kingdom' in which none of the business units communicated with each other. Gerstner realised that, if IBM was to be saved, he had to lead this massive organisation through cultural change. He realised that changing the attitude and behaviour of thousands of people was hard to accomplish, but was the main key to success. Management could not change organisational culture through words and policies alone; leaders such as Gerstner had to create the conditions for transformation and invite employees to respond willingly. IBM had a tradition of appointing executives from within. Indeed, Gerstner was the first CEO to be hired form outside; this in itself was revolutionary and created widespread internal concern. Before Gerstner arrived, it was accepted that the break-up of IBM was inevitable. The question was only what form this would take. Morale was at rock-bottom, and Gerstner's appointment did nothing to raise spirits. It was assumed he had been brought in to 'wield the hatchet'. Therefore, it was a real surprise when Gerstner made himself open to input from anyone in the company. It was even more surprising when he announced that IBM's strength lay in its integration and that there would be no break-up. Immediately spirits started to soar. Everyone knew there would be a pain, but now it seemed it would be on a much lower level, and employees were prepared to listen for a change. While it took time to build trust, Gerstner's no-nonsense style created confidence that someone was in charge. His actions were not popular, but they were decisive. It was this that steadily led to a sense of trust; he did what he said he would do, and he proved himself trustworthy. In the next section, the author will provide a background to leader-member exchange (LMX) theory and relate it to ethical leadership so that we can explore the leadership style of Gerstner during the change at IBM.
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Vullinghs, Jesse Theo, Omar Solinger, Edina Doci, Joeri Hofmans, Timothy A. Judge, and Paul G. W. Jansen. "Inside the Leader-Member ""Double-Interact"": A Temporal Theory of Leader-Member Exchange (LMX)." Academy of Management Proceedings 2020, no. 1 (August 2020): 19822. http://dx.doi.org/10.5465/ambpp.2020.19822abstract.

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Schermuly, Carsten Christoph, Bertolt Meyer, and Lando Dämmer. "Leader-Member Exchange and Innovative Behavior." Journal of Personnel Psychology 12, no. 3 (January 2013): 132–42. http://dx.doi.org/10.1027/1866-5888/a000093.

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This study investigates the process underlying the relationship between leadership and employees’ innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.
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Choy, Jerome, Darcy McCormack, and Nikola Djurkovic. "Leader-member exchange and job performance." Journal of Management Development 35, no. 1 (February 8, 2016): 104–19. http://dx.doi.org/10.1108/jmd-06-2015-0086.

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Purpose – The purpose of this paper is to examine the relationship between leader-member exchange (LMX) and job performance and the utility of delegation and participation as mediators of the aforementioned relationship. Methodology – A survey approach was used in this research. Regression analyses, including mediation analyses, on data from 268 employees in a large public sector organisation were conducted. Findings – The findings revealed that both delegation and participation were significant mediating variables of the relationship between LMX and job performance. Research limitation – The limitations of the study include the use of self-report and cross-sectional data. Future research could include multi-source data, and a longitudinal research design. Practical implication – The implications of the findings for theory and management are discussed, including the use of delegation and participation as effective instruments for developing and maintaining strong manager-employee relationships to improve social capital and enhance job performance. Originality value – This paper enhances understanding of LMX, and sheds some light on how LMX and participative decision making can influence employee job performance.
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Khorakian, Alireza, and Mohammad Sadegh Sharifirad. "Integrating Implicit Leadership Theories, Leader–Member Exchange, Self-Efficacy, and Attachment Theory to Predict Job Performance." Psychological Reports 122, no. 3 (May 15, 2018): 1117–44. http://dx.doi.org/10.1177/0033294118773400.

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The impact of implicit leadership theories on performance and the mechanism linking them have received insufficient theoretical and research attention. Drawing on Bandura's social cognitive theory, the present study contributes theory through examining the assertion that higher congruence between followers' implicit leadership theory and the characteristics of supervisors enhance job performance through higher quality of leader–member exchange and self-efficacy. Moreover, in the proposed model, attachment insecurity was considered as the antecedent of the congruence and leader–member exchange in addition to the moderator of the relationship between them. Capitalizing upon Structural Equation Modeling (SEM), this study tested the model in a field study using a sample of employees in knowledge-oriented firms in Iran. The results suggest that the congruence between followers' implicit leadership theory and the characteristics of supervisors does not directly impact performance and leader–member exchange and self-efficacy are the full mediators. The results also showed that attachment insecurity is the predictor of neither the congruence nor the leader–member exchange. Additionally, attachment insecurity moderates the relationship between these two variables in a way that when attachment insecurity is high, the congruence has more positive impact on leader–member exchange.
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Megheirkouni, Majd. "Revisiting leader-member exchange theory: insights into stadia management." International Journal of Event and Festival Management 8, no. 3 (October 9, 2017): 244–60. http://dx.doi.org/10.1108/ijefm-03-2017-0022.

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Purpose The purpose of this paper is to examine the mediating impacts of leader-member exchange (LMX) theory on the relationship between job satisfaction, organisational commitment and performance of staff operating in stadia and arenas hosting sport events. Design/methodology/approach A quantitative methods approach was used to gather the data. In total, 146 surveys were completed from stadia hosting sport events in London, Dubai and Doha. Data were analysed using SPSS. Findings LMX fully mediated the relationship between job satisfaction and organisational commitment. LMX fully mediated the relationship between job satisfaction and job performance. In addition, job satisfaction was positively and directly related to job performance as well as organisational commitment. Research limitations/implications In-depth interviews approach is also needed to understand how employees perceive their supervisors, managers, or leaders in stadia hosting sport events. Originality/value The paper advances leadership research in stadia hosting sport events that links the impacts of LMX theory on job satisfaction, organisational commitment and performance.
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Kang, Dae‐seok, and Jim Stewart. "Leader‐member exchange (LMX) theory of leadership and HRD." Leadership & Organization Development Journal 28, no. 6 (September 4, 2007): 531–51. http://dx.doi.org/10.1108/01437730710780976.

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Kuvaas, Bård, and Robert Buch. "Leader self-efficacy and role ambiguity and follower leader-member exchange." Leadership & Organization Development Journal 41, no. 1 (December 17, 2019): 118–32. http://dx.doi.org/10.1108/lodj-05-2019-0209.

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Purpose The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications The main limitation of the study is the cross-sectional nature of the data from the followers. Practical implications Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.
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Xiao, Hongwu, Donghan Wang, Xiaohan Liu, and Yi Liu. "Effect of implicit prototype theory on employees' proactive behavior." Social Behavior and Personality: an international journal 48, no. 5 (May 5, 2020): 1–12. http://dx.doi.org/10.2224/sbp.8827.

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We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and (c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial implications for organizations seeking to improve employees' proactive behavior.
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Scandura, Terri A., and Jeremy D. Meuser. "Relational Dynamics of Leadership: Problems and Prospects." Annual Review of Organizational Psychology and Organizational Behavior 9, no. 1 (January 21, 2022): 309–37. http://dx.doi.org/10.1146/annurev-orgpsych-012420-091249.

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Relationships are central to understanding what occurs in the workplace. The leader-member exchange (LMX) approach dominates the literature on relational dynamics of leadership. Research supports LMX as a mediator between leadership and outcomes, and this reflects the centrality of relationships at work. However, LMX is not a leadership theory. We critically review the literature on LMX, with discussion of the requirements for “good” theory and how LMX falls short. We acknowledge some attempts through the years to develop theory to guide LMX research. The concept of “exchange” was not original to LMX. Our review of social exchange theory reveals that, contrary to the common approach, LMX is not consonant with exchange theory. Other attempts at theory offer partial explanations that do not capture leader-member relational dynamics. Some promising approaches to studying leader-member relationships have emerged in recent years. We offer suggestions for future theory and research and advocate for a return to role theory and the development of emotional sociocognitive approaches.
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Dissertations / Theses on the topic "Leader-member exchange theory"

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Jönsson, Fredrik. "Leader-Member Exchange Theory och utvecklande ledarskap i Försvarsmakten." Thesis, Försvarshögskolan, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-10139.

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Building on previous research into the relationship between Leader-Member Exchange Theory and Transformational Leadership as well as decades’ worth of LMX-research, this study sets out to investigate the connection between high-quality leader-member exchanges and developmental leadership. The need for such a study arose from the lack of critical examination of the current leadership within the Swedish Armed Forces, as well as the central position given to the Developmental Leadership Theory. In order to examine the correlation between LMX and developmental leadership a questionnaire based on LMX-7 and the Developmental Leadership Questionnaire was constructed. Conscripts from the 1st Marine Regiment, the Artillery Regiment, the Life Guards Regiment and the Norrbotten Regiment were chosen as the study’s sample. Because of late rescheduling, ongoing field exercises and current restrictions due to the ongoing pandemic, only conscripts from the Norrbotten Regiment were able to partake in the study. Using data from 31 conscripts, this study found that there is a positive correlation between high-quality LMX-exchanges and subjection to developmental leadership. The data analysis of Pearson’s correlation coefficient resulted in r=0,66, denoting a moderate correlation. Due to the lacking response rate this result cannot be considered statistically significant, though. As a result, further studies into the relationship between Leader-Member Exchange Theory and Developmental Leadership Theory are required. The questionnaire used in the current study needs further evaluation and would benefit from being subjected to translation and back-translation procedures in order to verify its validity.
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Coyle, Patrick. "A Field Investigation of Implicit Theory Congruence in Leader-Follower Relationships." Diss., Virginia Tech, 2015. http://hdl.handle.net/10919/73597.

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The purpose of the following study was to investigate the role of interpersonal congruence between leaders' and followers' implicit theories of leadership (ILTs) and followership (IFTs) in both partners' perspectives of the leader-follower relationship. While most literature focuses on assessments of the leader-member exchange (LMX) relationship, this study examined perceived support, identification with one's partner, and contribution to the relationship, in addition to LMX. Congruence between self-views and interpersonal congruence on implicit theories was examined as moderators of these relationships, such that the strength of these relationships was predicted to increase as self-views aligned more highly with implicit theories. Data from 103 independent pairs of full-time working adults (across an organizational sample as well as varied workforce snowball sample) were analyzed using eight manifest path models. Leader ILT -- follower ILT congruence significantly and positive predicted leader-rated LMX and perceived support, but not identification and contribution. Leader IFT -- follower IFT congruence significantly and positive predicted follower-rated LMX and perceived support, but not identification and contribution. The results of this study suggest expectations are meaningful predictors of both partner's assessments of multiple relationship-oriented outcome variables, but only with regard to perceptions of outcomes from the perspective of one's dyadic partner.
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Archer, Charles A. "Leader - Member Exchange and Performance in Nonprofit Human Services Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4033.

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Success of nonprofit human services organizations depends upon the ability to cultivate high quality performance among staff members. Employees of such organizations experience lower job satisfaction when managers disregard their opinions or treat them as unimportant. The purpose of this qualitative, exploratory case study was to explore employees' perspectives on the quality of their relationships with their supervisors and impacts of that perception on job performance. The central research questions regarded how employees understood those relationships and their impact on their work success. Using the framework of leader-member exchange (LMX) theory, which centers upon the employee-supervisor relationship, data were collected through interviews with 32 participants including those at a supervisory level and direct-care providers. Archival documents from 2 non-profit human service organizations that reflected upon relationships between supervisors and employees were also utilized. Using Clark and Braun's thematic analysis strategy for coding and analysis, results indicated that manager-employee relationships characterized by themes of respect, understanding, positive interactions, and open communication allowed employees to feel comfortable and valued at work, and that relationships characterized by mutual loyalty, respect, and clear, reciprocal communication were optimal for promoting job performance. This study's potential impact for positive social change includes recommendations to non-profit service organizations to develop future leadership policies and training programs to assist managers and supervisors in improving relationships with their subordinates.
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Haglund, Rebecka. "Ledare och efterföljare i organisationen : -En studie baserad på Relations‐ oriented leader behavior och Leader ‐ member exchange theory." Thesis, Mittuniversitetet, Institutionen för samhällsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-14104.

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Caruso, Deborah. "Exploring the Leadership Preferences of Millennials through the Lens of Leader-member Exchange Theory." Thesis, University of La Verne, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10788941.

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Purpose: The purpose of this mixed method phenomenological study was to explore and understand the leadership preferences of millennial employees in the public sector. Leadership preferences were generally defined as the traits and behaviors supervisors possess that millennials favor in the workplace. The study was designed to explore the beliefs, attitudes, and needs current public sector millennial employees have about their supervisor or leader.

Methodology: The subjects in this study were 50 millennial employees in the human resources department of a public-sector agency in Los Angeles County, California. Subjects responded to two research instruments: (1) a 7-item survey, the LMX7 Questionnaire, utilized to examine the quality of exchange between a leader and subordinate; and (2) a 20-item survey, Kelley’s Followership Questionnaire, utilized to measure independent critical thinking and active engagement. Eight employees were selected and responded to an interview that utilized 11 semi-structured questions to assess subjects’ individual experiences of public sector millennial employees.

Findings: Examination of quantitative and qualitative data from the respondents indicated that, despite their apparent similarities, millennial employees in the public sector are unique. Second, an examination of the same data indicated that, while the benefits and stability of the public sector initially attracted millennials, the opportunity to work in an innovative department with a supervisor who acted as a change agent and listened to their ideas while providing feedback was important to them.

Conclusions and Recommendations: If the public sector is to attract, motivate, and retain millennials, leaders must adopt a positive and open attitude toward this generational group while ensuring an innovative and engaging environment. Millennials, accused of being disloyal to organizations, were more likely to remain in their public- sector positions if they felt valued. This study could be replicated longitudinally to explore the attitudes and beliefs of millennials as they age or enter another life or career stage to determine if changes could be attributed to age or life or career stage rather than tied to their specific generation.

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Karlström, Daniel, and Aphisit Kulachanpeng. "Svenska restaurangarbetares välmående, avsikt att lämna jobb och upplevelser av ledarskap." Thesis, Örebro universitet, Restaurang- och hotellhögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-76866.

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Boockoff, Shawn. "The Relationship Between Leader-Member Exchange and Organizational Citizenship Behavior in a Federal Government Organization." Thesis, NSUWorks, 2016. https://nsuworks.nova.edu/fse_etd/87.

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This applied dissertation was a study of the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) in a federal government organization in Washington, DC. As a result of the organization’s business and leadership challenges, understanding the relationship between a leader and a follower and extra-role behaviors may help to understand how high-quality relationships are developed with staff members that are productive and motivate staff to extend their efforts beyond normal expectations. Productive high-quality relationships demonstrate loyalty, consideration, and affect towards the organization and its leaders. Understanding the relationship between LMX and OCB in a federal government organization may help to produce greater awareness of the factors that lead to high-quality leader-member relationships. Knowing the characteristics of high-quality relationships may promote extra-role behaviors enabling increased job satisfaction and greater results. Federal organizations find that many employees have low job satisfaction. In addition, only 38% of federal workers believe leaders generate high levels of commitment. The researcher employed an explanatory sequential mixed-methods design that included surveys and interviews. The sample study was composed of 50 paired dyads from 433 employees of the target federal agency selected using convenience sampling. Survey instruments were used for demographics, LMX, and OCB to gather data. The results from the LMX and OCB instruments were used to formulate interview questions for a select group from the core sample represented by the top and bottom 5% of raw survey score totals. The targeted federal organization should benefit from this study. The results showed how differences in the quality of the relationship between a leader and a follower related to OCB, or extra-role behaviors and led to recommendations on leader-subordinate relationships.
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Le, Thi Bao Quynh, and Taha Javaid. "Leader Member Exchange Theory and Psychological Contract Fulfillment: An Empirical Study in a Vietnamese Organization." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42722.

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Background:  Leader member exchange (LMX) theory focuses on the different associations established by the leaders with their followers through a system of exchanges (high quality and low exchanges), whereas a psychological contract is a tacit agreement between the employer and employee and comprises of employee's beliefs regarding the mutual obligations between the employee and an employer. Since an organization communicates and negotiates through its representatives which indicates people in managerial positions, it is meaningful to draw that the relationship quality between employee and their supervisors may affect the tacit agreement between the employee and organization. Though prior integration of Leader Member Exchange theory and Psychological contract has established the link between these two area of literature, as well as LMX dimensions to Psychological contract fulfilment, there is no empirical study taken place in Asia where Anand, Hu, Liden and Vidyarthi (2011) once observed that LMX and its dimensions may operate differently in more collectivistic and higher power distance cultures. Therefore, this research aims to examine the two main aspects of literature in one of the leading construction management of Asia located in Vietnam.   Research questions: Does LMX improve psychological contracts between the organization and the employees? Sub-research question: What is the effect of LMX dimensions on psychological contract fulfilment? Is there any right mix of LMX dimensions in the organization that positively affects the psychological contract?   Purpose: The purpose of this study is to examine the interaction effects of leader-member exchange (LMX) and its dimensions on psychological contracts in one specific organization, in other words, it investigates to answer if the different quality exchanges between the leaders/managers with employees support to enhance better mutual obligations between them and give negative or positive effects to the psychological contracts. Secondly, it figures out what exactly is the effect of LMX dimensions on psychological contract fulfilment. Practically, it is to help the researchers and practitioners recognize the increasingly important role of psychological contract which is normally unwritten in formal contract but otherwise gives huge negative influence which results in losing employee’s retention and loyalty. Accordingly, by generating “leader-member exchange” more effectively, the leaders will distribute and/or exchange resources toward the employees better which results in better employee retention and talent management strategies, directly contributing to the organization’s long term sustainable development.   Theoretical framework:  Articles were used for this thesis were meticulously chosen, focusing on reliable sources and quality content that cover the theoretical background of both main research area of Psychological contracts and Leader-Member Exchange during their historical research until recent. Particular information of the empirical organization and the related industry were brought from the organization and related reports and professional analysis from industry experts.   Method: This is a cross-sectional study whose methodology choice is a Mixed methods research which inquires the involvement of both quantitative and qualitative data, integrating these two forms of data with narrative analysis. The data was collected from a construction management organization consists of 385 employees. It adopted interpretivism philosophy in order to create new, richer understandings and interpretations of issues related to social worlds and context, in particular exploring the issue of whether LMX theory have an influence on psychological contracts fulfilment. It follows a deductive reasoning as its main approach.   Discussion and Conclusion: Based on the results of respondents’ surveys and the interpretation of the attendants from Focus Group, the discussion was structured and analyzed in line with the structure of the theoretical framework. The study reveals that the psychological contract fulfillment depends not only on the right combination of LMX dimensions and the concern of those most important dimensions but also the distinct characteristics of the organization which concern about their organization behavior and industry features. The study also provides solutions to leaders in order to overcome the problems associated with LMX that can lead to psychological contract breach.   Originality/Value – This is the first study that focuses on examining the effect of LMX and its dimensions on psychological contract fulfilment in an Asian country.
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Gandolfo, Cynthia Joan. "The role of leader member exchange theory and multi-rater feedback on evaluating the performance appraisal process /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1140202651&sid=21&Fmt=2&clientId=1509&RQT=309&VName=PQD.

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Kristoffersson, Kamilla, and Sabina Molin. "Att leda löshästar : En studie om hur resurskonsulter upplever ledarskapet på kundföretagen." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-18982.

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Sammanfattning Titel: Att leda löshästar - en studie om hur resurskonsulter upplever ledarskapet i kundföretagen Nivå: C-uppsats i ämnet företagsekonomi Författare: Sabina Molin och Kamilla Kristoffersson Handledare: Monika Wallmon och Lars Ekstrand Datum: 2015 – Januari Syfte: Syftet med detta arbete är att med hjälp av leader-member exchange theory undersöka utbytesrelationerna mellan resurskonsulter och deras närmaste ledare på kundföretaget samt vilka ledarbeteenden som används för att leda inhyrd arbetskraft och hur de påverkar relationerna. Metod: Denna uppsats har ett positivistiskt förhållningssätt och det används en hypotetiskdeduktiv metod som innebär att hypoteser deduceras från teori och sedan prövas mot empiri. En kvantitativ ansats används genom att samla in empiri genom webbenkäter som skickades ut till 148 respondenter. Resultat & slutsats: Undersökningen visade att stödjande ledarskap och leda som förebild hade störst påverkan på utbytesrelationerna. De ledarbeteenden som användes i störst utsträckning var berättigande och erkännande. Utveckling och visionerande användes allra minst. De flesta utbytesrelationer var höga. Förslag till fortsatt forskning: Flera förslag till fortsatt forskning presenteras men vi finner att undersöka både ledare, ordinarie och inhyrd personal för att jämföra hur ledarskapet se ut och få en bredare bild är främsta intresset. Uppsatsens bidrag: Denna uppsats har bidragit med en insyn i hur ledare leder inhyrd personal och hur detta ledarskap ser ut i form av ledarbeteenden och utbytesrelationer. Nyckelord: Ledarskap, inhyrd personal, utbytesrelation, leader-member exchange theory, ledarbeteende, transformativt och transaktionellt ledarskap.
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Books on the topic "Leader-member exchange theory"

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Erdogan, Berrin, and Talya N. Bauer. Leader–Member Exchange Theory. Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0023.

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Erdogan, Berrin, Talya N. Bauer, Talya N. Bauer, and Berrin Erdogan. Leader–Member Exchange Theory. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.23.

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Bauer, Talya N., and Berrin Erdogan. Leader–Member Exchange (LMX) Theory. Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0002.

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Bauer, Talya N., Berrin Erdogan, Talya N. Bauer, and Berrin Erdogan. Leader–Member Exchange (LMX) Theory. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.2.

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Tziner, Aharon, and Erich Christian Fein, eds. The Future of the Leader-Member Exchange Theory. Frontiers Media SA, 2021. http://dx.doi.org/10.3389/978-2-88971-465-0.

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Erdogan, Berrin, and Talya N. Bauer. Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199755615.013.020.

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Day, David V., Darja Miscenko, Talya N. Bauer, and Berrin Erdogan. Leader–Member Exchange (LMX): Construct Evolution, Contributions, and Future Prospects for Advancing Leadership Theory. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.8.

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Book chapters on the topic "Leader-member exchange theory"

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Winkler, Ingo. "Leader–Member Exchange Theory." In Contributions to Management Science, 47–53. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2158-1_6.

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Omilion-Hodges, Leah M., and Jennifer K. Ptacek. "What is the Leader–Member Exchange (LMX) Theory?" In Leader-Member Exchange and Organizational Communication, 3–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68756-4_1.

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Mak, Cho Kei, and Rita Yi Man Li. "How Does Social Exchange Theory, Perceived Organizational Support and Leader-Member Exchange Affect Construction Practitioners’ Perception on Construction Safety? An Asymmetric Information Approach." In Construction Safety: Economics and Informatics Perspectives, 1–26. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-3234-2_1.

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Erdogan, Berrin, and Talya N. Bauer. "Leader–Member Exchange Theory." In International Encyclopedia of the Social & Behavioral Sciences, 641–47. Elsevier, 2015. http://dx.doi.org/10.1016/b978-0-08-097086-8.22010-2.

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Harrison, Christian. "Leader Member Exchange Theory." In Modern Paradigms of Leadership. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39775-3_2.

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"Leader-Member Exchange Theory." In Organizational Behavior 6, 112–17. Routledge, 2011. http://dx.doi.org/10.4324/9781315701967-25.

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"LMX Theory." In Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange, 64–72. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8950-2.ch003.

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This chapter develops the background and use of a basic principle for the entire book: LMX. Defined in the introduction, LMX is a relationship-based approach for managing teams. It drives leader effectiveness through developing dyadic relationships with members, and even using these dyads to build effective groups. Leaders measure the dyadic relationships in terms of the level of loyalty, support, respect, and trust. The leader treats each member as a unique individual as a singular relationship is built. In role making, leaders tend to put people into groups: in-group or out-group. LMX is a powerful way to create and nurture relationships between the leader and each member supervised. It shines the light on leadership communication and demonstrates how trust, respect, and loyalty can improve work relationships.
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"Tutorial 6 Leader member exchange (LMX) and transactional theory (TLX)." In Your Education Leadership Handbook, 122–36. Routledge, 2014. http://dx.doi.org/10.4324/9781315832982-14.

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Wallis, Nancy C. "Transforming in Relationship: When Leader–Member Exchange Theory Meets Adult Development Theory." In Maturing Leadership: How Adult Development Impacts Leadership, 151–69. Emerald Publishing Limited, 2020. http://dx.doi.org/10.1108/978-1-78973-401-020201009.

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"Motivation." In Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange, 124–52. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8950-2.ch007.

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This chapter explores a management framework created primarily by Gary P. Latham's Work Motivation: History, Theory, Research, and Practice (2012). Several other important works are examined to enhance the value of the analysis. One benefit of teleworking consistently expressed by teleworkers is increased employee happiness, so the authors explore the reasonable connection to motivation. The chapter examines the history and background in the field to trace the development of workplace motivation theories and offers a framework that provides insights for the analyses in this book. They study motivation before they move on to issues of productivity in the next chapter. The framework presented sheds light on the human elements of motivation and leads to reference points necessary to develop effective trustworthiness and improved performance studied throughout the book. Through a detailed examination of the role of motivation in the management framework presented, leaders will understand that many theorists argue that current theories of motivation focus on different aspects of the process.
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Conference papers on the topic "Leader-member exchange theory"

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Shuming, Ma, and Yang Ke. "The Application of Leader-Member Exchange Theory on Improving Team Performance." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.266.

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Ribič, Timotej, and Miha Marič. "Increase in Leader's Stress as a Consequence of Leader- Member Exchange While Working from Home." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.64.

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The Covid-19 pandemic still presents challenges to organizations, their way of working and to leadership of both employees and work processes. Organizations are and will continue to be forced to find alternative ways of their work processes, in order to ensure health and safety of employees and customers or users. Due to Covid-19, many organizations constantly shift to working from home for a period of time. For employees, their home becomes a new working environment. Leader-member exchange theory conceptualizes leadership as a process, focusing on the organizational climate, interactions and respect between leader and follower. With the immediate transition from organizational working environment to working from home, employees are not influenced by such factors. We are finding that working from home poses great challenges to leaders and is, to some extent, unsuitable for Leader-member exchange theory. This causes additional burdens and a certain level of stress for the leader, as he has no personal contact with the employees, therefore, there is no leader-member exchange. In this paper, we review the literature on Leader-member exchange theory and on working from home, to describe how it is associated with leader's stress, following the impact it has on leadership.
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Hou, Zhaohua, and Heyi Song. "Analysis and Expansion of Leader-Member Exchange Theory Based on Shared-Value Networks." In 2021 10th International Conference on Industrial Technology and Management (ICITM). IEEE, 2021. http://dx.doi.org/10.1109/icitm52822.2021.00014.

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Tuazon, Gerson Francis. "Systematic Literature Review of Perspective-Taking in Social Exchanges: Implications for Management and Leadership." In 2021 ITP Research Symposium. Unitec ePress, 2022. http://dx.doi.org/10.34074/proc.2205018.

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Contemporary research in the area of perspective-taking in the workplace has begun to challenge our view of how it is currently conceptualised and measured. Whereas individual-level perspective-taking was initially assumed to be a predominantly cognitive process, recent empirical work has documented the complexity of perspective-taking and scholars are starting to acknowledge that perspective-taking should not be considered in subjective isolation but in conjunction with sociocultural, affective, and organisational practices. As such, this paper provides an extensive look at perspectivetaking within the context of social-exchange theory through a systematic review methodology. Three core research themes are found within perspective-taking literature: (a) emotional reconfiguration; (b) cognitive reconstitution; and (c) social and organisational familiarisation. These research themes are linked with arguments derived from leader–member exchange (LMX) theory to advance a framework of how perspective-taking may affect social-exchange relationships and consequent organisational outcomes.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Plaunt, Jessica A., Joshua B. Ortiz, Malena Agyemang, and Joshua D. Summers. "Follower Behavior in Engineering Design Teams: Theoretical Constructs and Protocol Analyses." In ASME 2020 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/imece2020-23395.

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Abstract The purpose of this research is to develop an understanding of followership behaviors in engineering design team situations by studying leadership behaviors. While leadership in engineering design teams has been studied from role, function or behavior, and individual characteristic perspectives, no studies are found that examined follower (helping) behavior in the context of an engineering design team. Understanding this behavior can lead to intervention strategies that might be employed to improve team dynamics and performance. To this end, a theoretical framework of follower behavior is defined based on a review of “helping behavior” from the literature. Characteristics of follower helping behavior include exhibiting citizenship, voluntary, extra-role, and not upsetting the status-quo. Specifically, a follower-leader is one who exhibits voluntary, “extra-role” (beyond expectation) behaviors in a professional setting done without upsetting the status-quo in a formal leadership setting. A model is developed that links leadership style, follower mindset, leader-follower relationship, influence tactics, follower behavior, and follower performance. The key behavior studied is helping behavior. This literature-based framework is exclusively based on survey study data. No research is found that focuses on studying the behaviors of followers from observational studies. Therefore, data presented from a previous protocol study is further reviewed in search of patterns of conversions of followers to leaders through behavior modeling. In the previous study, eight teams of four graduate engineering students were tasked with generating a function model for a design prompt. These teams were video recorded, and their behaviors coded for seven leadership actions. Of the eight design teams previously studied, there were 325 total leadership behaviors coded. A follower-to-leader behavior pattern was defined where a follower in one behavior immediately exhibited leadership behavior in the next coded activity. Of the activities coded, 131 (40.3%) possible follower helping actions have been identified. These are examined further to determine whether there is a correlation between the initial leadership behavior type and the following leadership behavior type. Patterns are also sought to determine how often the initial leader also changes to a follower in the subsequent activity. This study shows that there are follower patterns that are found in design activities. Further, these patterns are related back to the follower (helping) behavior model that is derived from the literature, specifically the influence tactics that include: inspirational appeals, consultation, supplication, and exemplification as well as the social exchange relationships of leader-member exchange (LMX), team-member exchange (TMX). Finally, this study provides suggestive evidence of patterns to motivate future systematic study of followership in engineering design.
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Markopoulos, Evangelos, Denis Ukperaj, and Hannu Vanharanta. "Democratic Management Succession in Balkan Family Businesses: Appointment of Family and nonfamily Members in Leadership Roles." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001521.

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Family businesses are considered to be the backbone of the free-enterprise system in the Balkans. They account for the overwhelming majority of small and medium-sized enterprises and contribute significantly to the economic welfare of the region. However, the lack of succession planning, among other factors, has put the future prospects of local family businesses at risk. Accordingly, family-owned enterprises that do not have a succession plan in place could not only endanger the ongoing prosperity of their future generations but also the company’s very existence. Given that the nomination of family and nonfamily members to top senior positions may set personal interests against corporate ones, this may lead to serious problems in the firm’s strategic direction when the two are not compatible. Consequently, potential successors should be assessed across different domains to determine who is the best fit for a leadership role. Accordingly, this paper introduces the Democratic Employee Connect Model (DECM), a step-gated framework which can provide a potential solution for family businesses when planning for management succession. It is composed of six steps, which will guide family-owned enterprises during this crucial process. The six steps of the model are aligned with the six levels of the Company democracy Model to democratically identify the most suitable candidate in this succession process which is often driven by personal and family interests. Two essential components of the DECM are its scoring system and change management model applied in a democratic context. The former would help family-owned enterprises decide whether a family or nonfamily member should be the next leader of the company, whereas the latter would increase the organisational commitment and level of cohesion between family and nonfamily members. Although this framework is specific only for the Balkan region, it may also be applicable in other regions and economies of similar size with some minor adjustments. The research conducted is based on secondary data that integrates selected elements from the main family business theories in the proposed model such as the family business system theory, agency and stewardship theories, social exchange and social identity theories, and others. In addition, primary research has been collected from survey responses of 63 family businesses, interviews with five industry experts and observations of two family-owned enterprises to better understand the factors that Balkan family businesses take into account for the appointment of family and nonfamily successors.In this context, the primary and secondary research findings suggested that relational and contextual factors are more important than individual factors for the nomination of a nonfamily successor in these organisations and the opposite is true for a family successor. This provides evidence that most family-owned enterprises in the region have a strong desire to appoint family members in leadership roles as opposed to nonfamily members, whose contributions are presumably secondary to the founding family. These insights are incorporated in the Democratic Employee Connect Model (DECM) for a more accurate representation of family businesses in the region. The paper also presents research limitations that can be considered for future research.
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