Dissertations / Theses: 'Leader-member exchange theory'

1

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

2

Coyle, Patrick. "A Field Investigation of Implicit Theory Congruence in Leader-Follower Relationships." Diss., Virginia Tech, 2015. http://hdl.handle.net/10919/73597.

Full text

Abstract:

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.
Ph. D.

APA, Harvard, Vancouver, ISO, and other styles

3

Archer, Charles A. "Leader - Member Exchange and Performance in Nonprofit Human Services Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4033.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

4

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

6

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

9

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

11

Howald, Nicholas. "An IRT Investigation of Common LMX Measures." Bowling Green State University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1500225402065961.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Ahmadi, Soma, and Oscar Bauer. "Predicting quality in leader-member exchange relations : The role of Impersonal Trust in predicting LMX-quality." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105879.

Full text

Abstract:

The aim of this study is to test if the impersonal trust sub-constructs serve aspredictors of quality in LMX-relations. By performing structural equation modelingwith empirical data, a model was developed that optimally predicts quality in LMXrelations. A cross-sectional survey was designed in order to gather data fromemployees in Kalmar municipality (N=574) and was analyzed by Analysis ofMoment Structures (AMOS). The result suggests that the sub-construct of HRMpractices predicts quality in LMX-relations while simultaneously being regressed bythe sub-construct management of business and people and organizing theoperational activities. Additionally, the result indicates that the sub-constructmanagement of business and people correlate with other sub-constructssustainability, fair play and communication. This study indicates the importance ofHRM-practices, managerial capability and the organizing the operational activitiesin order to predict quality in LMX-relations by increasing the impersonal trust.

APA, Harvard, Vancouver, ISO, and other styles

13

Hoover, Edward Rickamer. "How personality and self-identity impact the effects of leader member exchange on role stressors and organizational outcomes." [Tampa, Fla] : University of South Florida, 2009. http://purl.fcla.edu/usf/dc/et/SFE0002882.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Soldner, James Louis. "Relationships Among Leader-Member Exchange, Organizational Citizenship Behavior, Organizational Commitment, Gender, And Dyadic Duration In A Rehabilitation Organization." OpenSIUC, 2009. https://opensiuc.lib.siu.edu/dissertations/7.

Full text

Abstract:

This study was an investigation of the relationship between subordinates' perceptions of the quality of the leader-member exchange (LMX) relationship and their willingness to engage in organizational citizenship behavior (OCB) and organizational commitment (OC). Differences in subordinates' perceptions of the quality of the LMX with their supervisor according to the gender of the supervisor compared to the employee (same sex vs. different sex) and dyadic duration of the LMX were also investigated. The possible moderation of dyadic duration on the relationship between subordinates' perception of the quality of the LMX and their willingness to engage in OCB and OC were also investigated. Lastly, the possible moderation of gender on the relationship between subordinates' perception of the quality of the LMX and their willingness to engage in OCB and OC were also investigated. This study surveyed direct service subordinate staff currently employed at a large rehabilitation organization in the Midwest. Results of research questions (RQ) one through eight are as follows: No significant correlation, r = .15, p = .35 for RQ1, significant correlation for RQ2, r = .38, p =.01, no significant correlation, r = .14, p = .38, for RQ3, no significant correlation, r = .30, p = .05 for RQ4, RQ5 model one was not significant, R2 = .10, F (2,38) = 2.21, p = .12, model two was significant, R2 = .19, F (3, 37) = 2.86, p = .05, RQ6 model one was significant, R2 = .26, F (2, 38) = 7.59, p = .002, model two was significant, R2 = .34, F (3, 37) = 6.34, p = .001, RQ7 model one was not significant, R2 = .10, F (2, 38) = 2.21, p = .12, model two was not significant, R2= .16, F (3, 37) = 2.31, p = .09, and RQ8 model one was significant, R2 = .26, F (2, 38) = 7.59, p = .002, model two was significant, R2 = .32, F (3, 37) = 5.98, p = .002. A summary of results and limitations and delimitations of the study are discussed, as well as implications and directions for future research.

APA, Harvard, Vancouver, ISO, and other styles

15

Palomba, Rydén Sebastian, and Yafet Habtu. "Vilken typ av ledarskap motiverar unga vuxna mellan 18-30 år till att idrotta? : En kvalitativ studie om ledarskap och idrottande bland unga vuxna utifrån ett motivationsperspektiv." Thesis, Södertörns högskola, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45778.

Full text

Abstract:

Syfte: Ledarskap är en viktig del i att skapa motivation hos idrottande individer. Med bakgrund mot den dramatiska nedgången av idrottare mellan 18-30 år inom den organiserade idrotten har studien haft som syfte att ta reda på vilken typ av ledarskap som motiverar dessa individer. Studiens förhoppning är att en större förståelse för denna fråga kan leda till att fler individer i den studerade målgruppen stannar inom idrotten vilket i förlängningen kan generera positiva resultat på folkhälsan. Metod: Genom användningen av en kvalitativ forskningsmetod, har det i denna studie genomförts semistrukturerade intervjuer med en hjälp av konstruerad intervjuguide som bygger på det teoretiska ramverk studien förhåller sig till. Det genomfördes 10 olika intervjuer med respondenter som faller inom den population som studien ämnar att undersöka. Resultat och slutsats: Studiens resultat visar på att ett mer individanpassat ledarskap skapar mer motivation inom den studerade kontexten. Genom att individanpassa och involvera idrottarna i större grad visar fynden i studien på en större motivation till fortsatt idrottande. I studien kunde en skillnad urskiljas mellan den individuella- och lagidrotten där graden av individanpassning generellt var bättre inom den individuella idrotten. Examensarbetets bidrag: Denna studie bidrar med kunskap kring hur ledare kan anpassa sin ledarskapsstil i syfte att skapa motivation hos följarna, i detta fall inom en idrottskontext. Studien presenterar även förslag på vilka åtgärder som skulle kunna fungera och bidra till ett större kvarhållande av idrottare. Studien har även kunnat kontextualisera omfattande ledarskapsteorier inom det studerade ämnet. Det genererar en möjlighet till att besvara forskningsfrågan, men även utgöra en grund för framtida forskning inom ämnet. Förslag på vidare forskning: Studiens frågeställning kan enligt oss besvaras med användningen av olika typer av forskningsmetoder. En kvantitativ forskningsmetod eller liknande kan generera en högre grad av generaliserbarhet i förhållande till populationen. Motivation samt ledarskap och dess implikationer på kvarhållandet av idrottare överlag är även en forskningsbar aspekt som bör beaktas. Det kan vara fördelaktigt att studera olika former av populationer inom samhällets ramar, för att bidra till en bredare förståelse inom ämnet.
Aim: Leadership is an important part of creating motivation amongst athletes. Against the background of the dramatic decline in athletes between the ages of 18-30 in organized sports, the study aims to find out what type of leadership that motivates these individuals. The study aspire to provide with a greater understanding of this issue which in the long run can lead to more individuals, in the studied target group, staying in sports and also generate positive results on public health. Method: The study uses a qualitative research method in the form of semi-structured interviews. The interviews have been conducted with the help of a constructed interview guide based on the theoretical framework the study relates to. 10 different interviews were realized with respondents who are within the population in which the study intends to examine. Results and conclusions: The results of the study showed that more individualized leadership creates more motivation within the studied context. By adapting to the individual and involving the athletes to a greater extent, the findings in the study showed a greater motivation for continued sports. In the study, a difference could be distinguished between the individual and team sports where the level of individual adaptation generally was better in the individual sport. Contribution of the thesis: This study contributes with knowledge about leaders and how they can adapt their leadership style in order to create motivation within the followers, in this case within a sports context. The study also presents suggestions on what measures could work and contribute to greater retention of athletes. The study has also been able to contextualize extensive leadership theories within the studied subject. This generates an opportunity to answer the question in the study, but also form a basis for future research. Suggestions for further research:We believe that different types of research methods can be applied to conduct this study. A quantitative research method or similar can generate a greater degree of generalizability in relation to the population. Motivation and leadership and their implications for the retention of athletes in general is also a researchable aspect that should be considered. It can be beneficial to study different forms of populations within the framework of society, in order to generate a broader understanding of the subject.

APA, Harvard, Vancouver, ISO, and other styles

16

Mauro, Theodore D. "Leader-member exchange theory in administrator and educator perceptions of the collaborative nature of the school environment related to special educator retention." Connect to this title online, 2007. http://etd.lib.clemson.edu/documents/1202501654/.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Berggren, Emelie, and Moa Wallin. "Att leda digitalt - det "nya" ledarskapet : En kvalitativ studie om digitalt ledarskap till följd av coronapandemin." Thesis, Uppsala universitet, Informationssystem, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-445692.

Full text

Abstract:

Till följd av coronapandemin tvingades många organisationer göra en hastig och ofrivillig övergång till distansarbete. Detta skifte i arbetssätt för med sig nya krav, inte minst på ledare som tvingas kommunicera och leda via digitala verktyg. Följaktligen ämnade denna studie undersöka ledares upplevelser under denna tidsperiod och hur ledarskapet medierats med hjälp av informations- och kommunikationsteknik (IKT). För att besvara forskningsfrågan genomfördes semistrukturerade intervjuer med tolv ledare. Empirin analyserades sedan huvudsakligen utifrån en affordance-lins, i kombination med ett leader-member exchange-perspektiv vilket belyser den dyadiska relationen mellan ledare och medarbetare. Resultatet visar på att IKT är oumbärligt för ledarskap på distans, men att en stor problematik ligger i att ledare tidigare utvecklat en ledarskapsstil som till stor del förlitar sig på informell kommunikation och uppföljning som sker fysiskt. Även om individuella egenskaper har en avgörande betydelse för hur väl och i vilken omfattning digitala affordances aktualiseras, påvisas att IKT inte lyckas skapa och förmedla sociala affordances i samma utsträckning som den fysiska miljön. Emellertid har en utveckling skett sedan distansarbetets början och användandet av teknik har alltmer integrerats i ledarskapet. För att uppnå e-ledarskap behöver dock nya e-kompetenser utvecklas, där IKT används effektivt, medvetet och ändamålsenligt.
Due to the covid-19 pandemic, organisations were forced to make a rapid and involuntary transition to teleworking. This shift in labour entails new demands, especially on leaders who are forced to rely on digital tools for communication and leadership. Accordingly, the aim of this study was to investigate experiences of leaders during this period of time, and how leadership is mediated through information and communication technology (ICT). To answer the research question, semi structured interviews were conducted with twelve leaders. The results were primarily analyzed through an affordance lens, combined with a leader-member exchange perspective, which emphasizes the dyadic relationship between leader and follower. The results imply that ICT is essential for remote leadership. However, a major issue arises as leaders previously has developed a leadership style that primarily relies on informal communication and following up with employees face-to-face. Although individual characteristics matter in regards to how well and to what extent digital affordances are actualized, digital tools do not manage to create and transmit social affordances to the same extent as the physical environment. Yet, a progress has been made since the start of the pandemic-induced telework, and the use of ICT has increasingly been integrated in the leadership. To fully reach so-called e-leadership, new e-competencies are nevertheless required, where ICT is applied effectively, deliberately and appropriately.

APA, Harvard, Vancouver, ISO, and other styles

18

Billquist, Jessica. "Ledarskap på distans : Förutsättningar, utmaningar och möjligheter." Thesis, Mälardalens högskola, Akademin för hälsa, vård och välfärd, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-42738.

Full text

Abstract:

En kvalitativ studie som syftar till att analysera vad som kan skapa bra förutsättningar för ett ledarskap på distans, beskriva vilka utmaningar och möjligheter detta kan medföra och uppmärksamma upplevda skillnader mellan att leda på distans och att leda på plats. Åtta semistrukturerade intervjuer genomfördes där tidigare forskning om leader-member exchange theory och arbetsrelaterad känsla av sammanhang låg till grund för intervjuguiden. En tematisk analys genomfördes vilken resulterade i fem teman: tydlighet, kommunikation, tillgänglighet, relationer och stöd samt kompetens och effektivitet. De fyra första temana bidrog till att skapa bra förutsättningar för ett ledarskap på distans, utmaningar som framkom var att skapa förutsättningarna. I dessa teman fanns även skillnader mellan typerna av ledarskap. Det femte temat var övergripande och kom att stå för möjligheter med ett ledarskap på distans och anledningar till att det var nödvändigt. Studien visar en komplex bild av ledarskap på distans där alla teman samverkar.

APA, Harvard, Vancouver, ISO, and other styles

19

Stilwell, C. Dean. "Initial performance expectations, strength of those expectations, and social interaction behavior of subordinates : their effect on the development process in leader-member exchange theory." Diss., Georgia Institute of Technology, 1992. http://hdl.handle.net/1853/30248.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Anwar, Mian Ijaz. "Personalomsättning i förskolan." Thesis, Malmö universitet, Fakulteten för lärande och samhälle (LS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-32460.

Full text

Abstract:

AbstractPersonalomsättning i svenska förskolor har ökat kraftigt under de senaste åren. Forskning visar att hög personalomsättning kan påverka negativt när det kommer till barns utveckling och lärande. Syftet med föreliggande examensarbete är att undersöka faktorer för personalomsättning i Malmös förskolor under en viss period. Vad är det som leder till att det hela tiden sker personalbyte i förskolans värld? Dessutom undersöks huruvida personalomsättningen skiljer sig mellan två olika stadsdelar i Malmö. Studiens forskningsmaterial har samlats genom en kvalitativ forskningsmetod där en enkätundersökning med några frågor gjordes på ett antal utvalda förskolor, i två olika stadsdelar i Malmö. Det empiriska materialet har analyserats med hjälp av en ledarskapsteori, leader-member exchange theory. Resultatet av föreliggande studie visar att personalomsättning alltid har funnits i svenska förskolor men den har ökat under senaste åren. Det kan finnas åtskilliga faktorer för personalomsättning i förskolan men en svag och/eller dålig relation till ledningen, arbetstillfredställande, privata faktorer såsom lön och närhet till hemmet samt arbetsförhållanden är de största anledningar som leder till personalomsättningen i Malmös förskolor.

APA, Harvard, Vancouver, ISO, and other styles

21

Guarin, Rafael Eustacio. "Relationship Between Perceived Contribution, Professional Respect, and Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7007.

Full text

Abstract:

Disengaged employees are a threat to a company's survival in a highly competitive world. Despite employee engagement benefits, the mediation of interactions between leaders and followers and the specific drivers of engagement remain poorly understood. This correlational study was grounded on leader member exchange (LMX) theory and examined the relationship between 2 dimensions of LMX (perceived contribution and professional respect) and employee engagement. In this study, 68 manufacturing employees from the southern region of the United States responded to 2 surveys to measure the LMX dimensions and the level of employee engagement. Using multiple regression analysis, the existence of a positive correlation, p < .001 and R2= .277, was demonstrated, which explained 28% of the variation in engagement. This research may serve as a roadmap for studying additional variables and providing workable tools for developing strategies to improve engagement in the workplace. The results of this study might contribute to positive social change by helping managers develop strategies to engage employees and reduce turnover, by improving the sense of stability for employees and their families, and by helping companies become more competitive and generate new jobs.

APA, Harvard, Vancouver, ISO, and other styles

22

Rydesky, Mary M. "Improving Organizational Performance in Mixed Design Organizations Through Cultures of Trust." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7735.

Full text

Abstract:

The effect of trust on employees’ business processes and work outcomes is an important focus for managers because more businesses have combined centralized and remote work environments in mixed-design organizations (MDOs). A multiple case study was conducted to explore successful strategies that 9 business leaders and managers in 5 service sector MDOs in Alaska and the Pacific Northwest region of the United States used to improve organizational performance by successfully building organizational cultures of trust. Leader–member exchange served as the conceptual framework for this study. Data were collected using semistructured interviews and documents as secondary sources. Thematic analysis was used to examine participant content, evaluated in chronological and random order, as well as secondary data. Four themes emerged from data analysis: value of ongoing multidirectional communications, valuing mistakes as learning moments, observing trust responses regardless of leader/follower proximity, and relying on Internet communications technology to enable managers and leaders to create teams and build trust. Findings of this study may be used by leaders and managers in service sector MDOs to nurture and sustain trust among stakeholders regardless of location, including colocated and remote work environments. The implications of this study for positive social change include the potential of trust between leaders and stakeholders to strengthen employee engagement and productivity, improving quality of work life for personnel and sustainability for residents who might seek career opportunities and contributing to community viability.

APA, Harvard, Vancouver, ISO, and other styles

23

Näslund, Jonas, and David Öhrling. "Coach, vän eller både och? : En kvalitativ studie om coachning inom arbetslivet." Thesis, Örebro universitet, Akademin för humaniora, utbildning och samhällsvetenskap, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-9222.

Full text

Abstract:

Abstract Title: Coach, vän eller både och? – en kvalitativ studie om coachning inom arbetslivet Authors: Jonas Näslund & David Öhrling Tutors: Ulla Moberg & Larsåke Larsson Purpose The purpose of this thesis is to examine how coaching in working life serves, aiming to find what influences the interaction between coach and client. To seek to answer the purpose we raised a number of research questions which discussed, among other the coach's intentions and the parties' relationship. Theories This thesis is based on a number of different theories, where the Leader-member Exchange Theory is considered the main theory. LMX is used when studying the relationship between a manager and an employee. Other theories used in this thesis are for example the Social exchange theory and one-on-one-coaching. Method The methods used in this thesis are semi-structured interviews, observations and recordings of coaching sessions. The interviews were conducted before and after three different coaching sessions. The participants were one coach and three clients, who all work at Tele Coaching, a company which offers manager and employee coaching. The recordings were transcribed and analyzed using a content analysis. Results The result shows that there is a difficult balance between the coach’s role as an expert and as a colleague and friend. How well the coach manages to handle this balance is crucial for the outcome of the coaching session. A strong relationship between coach and client can affect the coach’s possibilities to communicate a message to the client. The coach may withhold feedback, which he or she normally wouldn’t, in fear of damaging the relationship. Another risk is that the client doesn’t see the coach as an authoritarian. To prevent these risks we suggest that an external coach should be used when possible. Keywords Coaching, Leader-member Exchange theory, Qualitative interviews, Relationship, Coach, Client, Positioning, Communication.

APA, Harvard, Vancouver, ISO, and other styles

24

Williams, Tywana. "A Qualitative Evaluation of Leader-to-Millennial Relationship Development." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2304.

Full text

Abstract:

Generational conflicts affect socialization practices needed for knowledge transfer and Millennial retention. Because of failed socialization practices, organizations will face significant losses in knowledge capital as Boomers retire and Millennials began to take active roles within the workplace. This interpretative phenomenological study explored Millennials' perceptions of leader-to-employee relationship development that may influence organizational learning and retention practices. Millennial retention is a primary concern in that knowledge acquired is a result of longevity and work experience. The leader-to-member exchange theory was used to navigate this qualitative inquiry. The reflexive approach was implemented to explore 20 Millennial participants' experiences with their managers. The data analysis strategy incorporated a repetitious review and structural coding of participant interview transcripts. Data analysis affirmed that Millennials perceive effective relationship development as a process containing leader empowerment behaviors with collaborative social exchanges. Exploration of participant experiences further identified that reciprocity is a result of high-quality social exchanges. Research findings benefit executive and middle-level management. The information broadens management knowledge of Millennials' perceptions of relationship development that may increase employee retention needed for robust social systems. The implications for positive social change are that increased awareness of advanced relational leadership systems assists in building congruent internal relationships required for organizational learning and retention.

APA, Harvard, Vancouver, ISO, and other styles

25

Raja, Arif Raja Sumayyah. "A strategic subordinate: An outcome of internal communication and employee engagement." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/235056/1/Raja%20Sumayyah_Raja%20Arif_Thesis.pdf.

Full text

Abstract:

Employees play a key role in organisation success through enacting behaviours that support organisational strategic goals. While managers are expected to contribute strategically, this thesis investigates if subordinates could move beyond an engaged state. Using mixed methods, this research conceptualised and measured the attributes of a strategic subordinate as a significant outcome of internal manager-subordinate communication. The findings of this research theoretically contributes to employee engagement and internal communication, and practically guides organisations to identify and support subordinate contributions to organisational success.

APA, Harvard, Vancouver, ISO, and other styles

26

Schroeder, Jennifer. "The Impact of Paternalism and Organizational Collectivism in Multinational and Family-owned Firms in Turkey." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3336.

Full text

Abstract:

This correlational study examined the influences of paternalistic leadership behavior (PL) and organizational collectivism (measured at the employee level) on employee reported LMX, job satisfaction and organizational citizenship behaviors (OCBs) in two types of organizations (family-owned firms and multinational organizations) in Turkey. Survey data were collected from (N = 154) employees in family-owned and (N = 159) employees in multinational firms (MNCs). Employees in family-owned firms reported significantly higher levels of PL, organizational collectivism, LMX, and OCBs. Further examination revealed additional differences by organization type, with the family-owned sample showing no significant relationships between study variables and OCBs, in contrast to positive relationships in the MNC sample. Education level was negatively related to PL, LMX, and job satisfaction in the family-owned sample, while the MNC sample showed positive relationships with education and all 5 study variables (PL, organizational collectivism, LMX, job satisfaction and OCBs). Organizational collectivism was found to have a moderating effect on the relationships between LMX and job satisfaction and job satisfaction and OCBs in the multinational sample, while no effect was found in the family-owned sample. For the LMX -- job satisfaction relationship, at low levels of LMX, organizational collectivism has no effect on job satisfaction, while when LMX was high, greater organizational collectivism was associated with greater job satisfaction. For the job satisfaction -- OCB relationship, at low levels of job satisfaction, the organizational level of collectivism greatly influenced OCB frequency (higher collectivism was associated with higher OCBs), while little difference was evident when job satisfaction was high. The implications of these findings for both theory and future research are discussed.

APA, Harvard, Vancouver, ISO, and other styles

27

Dilytė, Justina. "Vadovo ir pavaldinio grįžtamojo ryšio sąsajos su vadovo-pavaldinio socialinių mainų kokybe." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2014. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20140620_205251-79762.

Full text

Abstract:

Vadovo-pavaldinio socialinių mainų teorija nagrinėja vadovo ir pavaldinio tarpusavio darbinius santykius. Vadovo-pavaldinio socialinių mainų teorija pabrėžia, jog vadovas formuoja su kiekvienu iš savo pavaldinių kokybiškai skirtingus santykius. Teorija reikšminga ir tuo, kad ne tik vadovas, bet ir pavaldinys traktuojamas kaip svarbus ir lygiavertis diadinių darbinių santykių kūrėjas. Tyrime naudojome R. C. Liden ir J. M. Maslyn (1998) sukurtą Vadovo-pavaldinio socialinių mainų daugiadimensinį modelį, kuris teigia, jog vadovo-pavaldinio socialiniai mainai yra daug sudėtingesnis reiškinys nei bendras socialinių mainų kokybės rodiklis ir apima emocinę, lojalumo, bendradarbiavimo, profesinės pagarbos dimensijas. Komunikacija tarp vadovo ir pavaldinio įvardijama kaip viena iš sąlygų vadovo-pavaldinio socialinių mainų kokybei formuotis. Tuo tarpu vadovo-pavaldinio socialinių mainų kokybė susijusi su jų įsipareigojimu organizacijai, pasitenkinimui darbu ir pan. Šiame darbe kėlėme prielaidą, jog vadovo-pavaldinio socialinių mainų kokybė yra tarpinis kintamasis tarp vadovo ir pavaldinio grįžtamojo ryšio ir tarp vadovo ir pavaldinio įsipareigojimo organizacijai bei pasitenkinimo darbu. Tyrimo rezultatai rodo, jog vadovo ir pavaldinio grįžtamojo ryšio teikimas ir siekimas yra svarbus rodiklis prognozuojant vadovo-pavaldinio socialinių mainų kokybę. Nors vadovo-pavaldinio socialinių mainų kokybė prognozuoja ne visus vadovo ir pavaldinio įsipareigojimo organizacijai bei pasitenkinimo... [toliau žr. visą tekstą]
Leader-Member Exchange theory analyse work relationships between leader and member. Leader-Member Exchange theory underlines that leader forms distinct quality relationships with each member. The theory is meaningful also because leader and member are treated as both equally important for creation of work relationships. We used in our research Leader-Member Exchange multidimensional model, created by R. C. Liden and J. M. Maslyn (1998), which states that leader-member exchanges are more complex than general leader-member exchange quality index and involves affect, loyalty, contribution and professional respect dimensions. Leader-member exchange quality process is conditioned by communication between leader and member. Also, organizational commitment, work satisfaction and so on of leaders and member are conditioned by Leader-member exchange quality. In our research we made assumption that leader-member exchange quality is mediate variable between feedback of leader and member and organizational commitment and work satisfaction of leader and member. Our research indicates that feedback between leader and member is important indicator of leader-member exchange quality prognosis. Leader-member exchange quality prognosticates not all aspects of organizational commitment and work satisfaction of leader and member, still, according to research results, we can state that leader-member exchange quality is mediate variable between feedback of leader and member and organizational... [to full text]

APA, Harvard, Vancouver, ISO, and other styles

28

Yang, Jun. "A Cultural Analysis of Employees' Work Values and Their Consequences for Work-Related Outcomes: The Case of China." FIU Digital Commons, 2015. http://digitalcommons.fiu.edu/etd/2327.

Full text

Abstract:

To create and maintain a fully engaged workforce, establishing person-organization (P-O) fit among employees has continued to be a central focus of organizational research. In addition, with growing numbers of older workers approaching retirement age, younger workers will soon become the dominant segment of the future workforce. Given this unfolding population trend, it has become increasingly necessary for organizations to gain a clearer understanding of the work values of the growing young population of workers and how P-O fit based on those work values may be linked to desirable work-related attitudes and behaviors. The overarching aim of this dissertation is two-fold: (1) investigate the generational differences and similarities in work values among younger Chinese workers; (2) uncover the underlying mechanisms by which the linkages between the work-value-based person-organization fit and employee work outcomes may be influenced by the impact of leader-member exchange (LMX) and perceived organizational support (POS). In this study, I used a research design that blended interviews and two survey-based studies to address four main research questions. More specifically, I conducted a pilot test to refine the work-value scale in China, and to pretest the established and validated measures for the key variables. In the second study, I gathered survey data from a sample of 179 employees from three Chinese small- and medium-sized enterprises (SMEs). The research findings showed no significant differences in employee work values between the two younger generations (i.e., the Social-Reform Generation and the Millennials Generation). Regarding the hypothesized conceptual scheme that links P-O fit and work outcomes, the results supported most of my hypotheses. Specifically, P-O fit is a significant predictor of three important work outcomes; it is positively related to job satisfaction and organizational commitment, while negatively related to turnover intention after controlling for demographic characteristics. The three hypothesized mediating mechanisms involving POS also received empirical support. That is, as predicted, POS mediates the effect of P-O fit on job satisfaction, organizational support, and turnover intention. Finally, when LMX was incorporated into the conceptual model and statistical analyses, the findings revealed that there was overall moderated mediation for the connections between P-O fit, job satisfaction, and organizational commitment, but no moderated mediation for the connection between P-O fit and turnover intention.

APA, Harvard, Vancouver, ISO, and other styles

29

Haeger, Donna L. "THE SIGNIFICANCE OF INFLUENCE IN OUR CURRENT WORK ENVIRONMENT: UNDERSTANDING AND EXPLORING THE SHIFT AND EMERGENT DOMAINS." Case Western Reserve University School of Graduate Studies / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=case1396607105.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Halliday, Cynthia Saldanha. "Toward a Better Understanding of the Roles of Social Exchanges and Psychological Safety on Followers' Change-Oriented Behaviors." FIU Digital Commons, 2019. https://digitalcommons.fiu.edu/etd/3959.

Full text

Abstract:

Organizational change and innovation are critical for business survival and more likely to occur when employees engage in change-oriented behaviors. Previous studies have examined the direct effects of workplace social exchanges on employees’ change-oriented behaviors; however, less attention has been given to the combined effects of these exchanges and the mechanisms by which these relationships occur. In this study, I look at the combined effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors via psychological safety. In addition, based on the understanding that psychological safety is not always present in the work environment, I look at the conditions under which these workplace social exchanges lead to the aforementioned behaviors even when psychological safety is low or absent. Therefore, the purpose of this dissertation is three-fold: (1) to explore the combined effects of leader-member exchange, trust in team members, and perceived organizational support in improving followers’ psychological safety within the organization, (2) to investigate the mediating role of psychological safety on the relationships between workplace social exchanges and followers’ change-oriented behaviors, and (3) to expand on previous findings and examine the conditions under which these social exchanges and psychological safety lead to followers’ change-oriented behaviors. Specifically, I propose and test a theoretical model derived from social exchange theory to examine conditional indirect effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors through psychological safety within the organization, and to examine the role of proactive personality, political skill, perceived team social integration, perceived support for innovation and perceived organizational justice as second stage moderating variables that may compensate for low psychological safety within the organization. My theoretical model was tested using lagged data collected from leader-follower dyads representing 174 followers and 85 leaders from four organizations located in the United States. To test this theoretical model, I used a quantitative non-experimental research design, a survey method, and multilevel analytical procedures.

APA, Harvard, Vancouver, ISO, and other styles

31

Brown, Will. "Exploring the Impact of Shared Leadership Styles and Nonprofit Performance." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4599.

Full text

Abstract:

Empirical data have not adequately revealed current methods of nonprofit leadership in a way that reflects shared leadership in the nonprofit sector leaving nonprofit organizations (NPOs) at a disadvantage in relation to understanding and describing leadership effectiveness. Using a conceptual framework that incorporated organizational theory, shared leadership theory, path goal theory, transformational theory, leader member exchange, and fund development theory, this mini ethnographic study was conducted to explore the effect of leadership styles in shared leadership situations and the impact of matched and unmatched leadership styles on NPO funding performance. With the use of purposeful sampling to conduct the study, the participants represented 5 community partner NPOs in the New York City area with 20 or fewer employees and average annual funding of $600,000 or more during the previous 3 years. The data analysis of interviews, observation, journaling, member checking, and document review and analysis were performed through hand coding using an inductive analytical method to identify patterns and themes. The study results indicate that matching leadership styles of executive and senior leaders such as leader member exchange and path-goal development are directly related to a team-oriented culture that is essential for the longevity and effective performance of non-profit organizations. Based on the findings, shared leadership promotes a culture of positive social change through building honesty and integrity, which in turn can help nonprofit organizational leaders improve funding programs and stakeholder interest. Ultimately shared leadership benefits the social needs of society by enhancing the services to the beneficiaries who receive the NPO programs.

APA, Harvard, Vancouver, ISO, and other styles

32

Jamison, Rudolph F. Jr. "Black Male Perspectives of the Role Race Plays with Black Male Leader/Leadership Development in the World of Work." UNF Digital Commons, 2017. http://digitalcommons.unf.edu/etd/733.

Full text

Abstract:

There have been relatively few studies examining the leadership of Black men, and even fewer studies examining the leadership of Black men from the phenomenology of Black men, themselves. The purpose of this Q Methodology study was to examine Black male perspectives of the role race plays with Black male leader/leadership development in the world of work. The study was designed as an exploratory attempt to surface and understand how 40 emerging African American male leaders in a large, urban city in the SE United States viewed their own leadership development. Elements of socio-analytic theory and leader-member exchange theories were the basis for the conceptual framework. The 40 participants sorted 41 statements reflecting distinct perspectives on the role race plays with Black male leader/leadership development within the world of work. Participants sorted these 41 statements within a forced distribution response grid based on what best reflected their perspectives. These 40 sorts were then correlated and the correlations were factor analyzed and rotated, leading to the extraction of five factors, each representing five distinct, shared perspectives. Following examination and analysis of these five factors, or shared perspectives, the researcher named them: 1) Faithful, Familial, and Resilient, 2) Creative, Faithful, and Independent, 3) Attentive, Connected, and Woke, and 4) Knowledgeable, Congruent, and Unapologetically Black, and 5) Responsible, Faithful, and Supportive. The results of this study suggest there is rich diversity among Black male perspectives regarding their leadership development, and demonstrates important functions outside the workplace. These diverse perspectives and those elements characterizing them should be considered as educators prepare to work with Black males and those preparing to support their development, leadership and otherwise. Finally, the researcher suggests that future research into the experiences and perceptions of Black men continue to seek methodologies that honor and magnify their voices.

APA, Harvard, Vancouver, ISO, and other styles

33

Nowita and 甘慧霞. "Leader-Member Exchange, Goal Orientation, and Employee Performance: An Applicationof the Social Exchange Theory." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/33276997356955541211.

Full text

Abstract:

碩士
國立成功大學
國際經營管理研究所
102
The study integrates the social exchange and the goal orientations theories to examine the effects of leader-member exchange(LMX) on employee performance through the mediation of goal orientations. Analytical data collected from Indonesia show that LMX indeed can advance both learning and performance goal orientations. Although performance goal orientation can improve both employee task and innovative performance, learning goal orientation can promote task performance only. Moreover, performance goal orientation partially mediates the relationship between LMX and employee task performance. The study contributes to the social exchange theory by identifying critical mediators that help convert the social relationships between a leader and his/her subordinates into effective performance outcomes.

APA, Harvard, Vancouver, ISO, and other styles

34

Chen, Chien-wei, and 陳建瑋. "A study of the relationship between leader-member exchange theory-communication medium as Moderator." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/84229552472173439765.

Full text

Abstract:

碩士
中國文化大學
國際企業管理研究所
98
Over the past scholars of social capital and value creation model for the relevance of research. In this study, social interaction, shared vision, trust, self-variables to the company and innovation as the dependent variable, and through the model of exchange and combination of resources to delve into these relationships between variables. 　　In this study, an innovative company as a representative of the target sample, 100 valid questionnaires were retrieved; and the main path analysis to explore the relation-ship between variables. The results showed that only trust and resource exchange and combination of no significant correlation with other variables are positive relationship between variables. On the results of the enterprise with the company’s proposal, look-ing forward for business with the company for management practices, as well as fol-low-up aspects of academic research related recommendations.

APA, Harvard, Vancouver, ISO, and other styles

35

Lo, Chi-Chen, and 羅娸禎. "The Effect of Leader-Member Exchange Theory on Knowledge Sharing : mediating role of Job Satisfaction." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/35540056506265506316.

Full text

Abstract:

碩士
中國文化大學
國際企業管理研究所
96
The purpose of this research is to examine the relationship between leader- member exchange and knowledge sharing. Previous studies state that there may be an inconsistent relationship between leader-member exchange and knowledge sharing. Moreover, this relationship is still unable to obtain the explanation through previous research. By reasoning, Job Satisfaction may specify the relationship between leader-member exchange and knowledge sharing. Data for this study were obtained by means of questionnaires from any industrial employees. 350 questionnaires were sent out and the valid questionnaires were 313 by deleting incomplete or poor response questionnaires. A hierarchical regression analysis was taken to test 4 hypotheses. Based on the results generated, leader-member exchange is positively associated with job satisfaction. Job satisfaction is positively associated with knowledge sharing. Leader -member exchange is positively associated with knowledge sharing. The intervening effect of job satisfaction is completely supported. Practical suggestions and future suggestions are also provided.

APA, Harvard, Vancouver, ISO, and other styles

36

Fu, Patrick, and 傅遠鑑. "The Research on the Reserved Duty Officers’ organization commitment- Based on the Leader-Member Exchange Theory." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/98319750464196796057.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Wu, You-Liang, and 吳有諒. "The Relationship between PaternalisticLeadership, Empowerment and Service-Oriented Orgauizational Citizenship Behavior-Based on Social Exchange and Leader-Member Exchange Theory." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/62516985617744619753.

Full text

Abstract:

碩士
國立澎湖科技大學
服務業經營管理研究所碩士在職專班
102
Public welfare institutions are the most fundamental and the terminal units for implementing the government’s social welfare policies. They are responsible for the placement and care of children, adolescents, elderly, and people with disabilities. Due to changing social trends, society expects more from institutional care than just food, clothing, and placement of objects. Through a macroscopic and holistic approach, institutional care should help placed objects throughout adaptive development in order to alleviate the burden of family care. Hence, the quality of welfare institution management is a very huge determining factor for social welfare service users. Despite the availability of numerous researches that discuss organizational leaders’ paternalistic leadership behaviors, organizational justice, organizational support, organizational trust, empowerment, service-oriented organizational citizenship behaviors, and other organizational behaviors, researches on organizational behaviors remain scarce, and most of them focus on general companies and schools. Researches on social welfare institutions are even scarcer. Hence, this study adopted public social welfare institutions as research participants. Using, the social exchange theory and leader-member exchange theory as the bases, the study aimed to develop leadership models and applications suitable for social welfare institutions. First, the researcher explored the literatures on paternalistic leadership behaviors, organizational justice, organizational support, organizational trust, empowerment, and service-oriented organizational citizenship behaviors. The literature analysis results served as the theoretical basis of the research framework. Secondly, the leader’s paternalistic leadership behaviors, organizational justice, organizational support, organizational trust, empowerment, and service-oriented organizational citizenship behavior scales underwent testing and were used as empirical tools. After compiling the questionnaire, the members of the public “social welfare institution” under the Ministry of Health and Welfare were adopted as the population. Through the questionnaire survey, a total of 880 questionnaire copies were distributed, of which 847 valid copies were recovered. The Smart PLS2.0 software, descriptive statistical analysis, reliability/validity analysis, structural equation model analysis, and other statistical methods were used to test and verify the fit between empirical data and theoretical models, as well as the research hypotheses put forth. Findings show: 1. Public social welfare institution leaders’ paternalistic benevolent leadership and moral leadership had a significant and positive impact on organizational justice and organizational support, the impact of paternalistic leadership on organizational justice and organizational support did not reach significant standards. 2. Organizational justice had a significant and positive impact on organizational trust. 3. Organizational support had a significant and positive impact on organizational trust. 4. Organizational trust had a significant and positive impact on organizational authorization. 5. Organizational trust had a significant and positive impact on psychological empowerment. 6. Organizational authorization had a significant and positive impact on organizational citizenship behaviors. 7. Psychological empowerment had a significant and positive impact on service-oriented citizenship behaviors. The study results were discussed, and recommendations pertaining to practice were put forth for public social welfare institutions and follow-up researches.

APA, Harvard, Vancouver, ISO, and other styles

38

Kang, Chih-Chiang, and 康志強. "A Simulation Study of the Impact of the Leader-Member Exchange Theory and Leadership Styles on Organizational Performance." Thesis, 1999. http://ndltd.ncl.edu.tw/handle/47280669362958062575.

Full text

Abstract:

碩士
國立中正大學
資訊管理學系
87
In organizations, leaders and members perform tasks by cooperation. Better coordination results in better outcome. The leader may adopt different leadership styles in different situations, and develop different levels of leader-member exchange (LMX) between different members. Both could influence organizational performance. In this study we construct an hypothetical organization that consists of multiple software agents using the agent-based modeling approach. Using such simulation platform, the relationship between the leadership styles and LMX is explored by investigating organizational performance under different interaction of LMX and leadership styles. The result shows that criteria used by the leader to select the members of the in-group will influence the stability of the composition of in-group members under each style. Additionally the criteria will also influence the organizational performance under the authoritative II (AII) style. Increasing the number of members in the in-group will lead to better organizational performance under the authoritative II (AII) and consultative I (CI) style. Increasing the number of candidates to be included in the in-group member will not have significant impacts on the organizational performance. Finally, the result reveals that LMX may have different influences on organizational performance under different leadership styles. The more intensive of interaction between the leader and individual members, the higher quality of LMX is required.

APA, Harvard, Vancouver, ISO, and other styles

39

張珠兒. "A study on basic leader member exchange theory and organizational effectiveness-A case study of Taichung City Government." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/84063430959300607108.

Full text

Abstract:

碩士
國立彰化師範大學
商業教育學系
95
Abstract Leadership has been taken as not only a philosophy, but also an art. The distinguishing characteristics of leaders lead to different work styles. Even for the same leader, who faces distinct subordinates, would conduct dissimilar behavior of leadership. The evidence of a successful leadership is based on whether appropriate leading behaviors were performed or not. In the meantime, effective leadership would intensify the members’ identification toward the organization, arouse the potential of employees and improve their efficiency in achieving goals. In leader member exchange theory, the discriminating behavior of sorting subordinates into “in-group” and “out-group”, has seemed been long existed in both Chinese and Western organization cultures. Therefore, this study focuses on understanding the correlation between organizational performance and the interpersonal relationships of leaders and their subordinates from the administrative department’s point of view. This study took the 482 official employees of Taichung City Government as the target of survey. The number of effective samples is 331 and the recovering rate is 68.7%. The results of this study are summarized as follows: 1.The results showed noticeable variations of 1eader member exchange theory on different rank and position, even more on lower-ranks and non-supervisors. No distinct variations of 1eader member exchange theory were found on items including gender, age, level of education, seniority, time duration of working with supervisor and departments. 2.The results showed noticeable variations of organizational performance on items including seniority, rank, position and department. No distinct variations of organizational performance were found on gender, age, level of education and time duration of working with supervisor. Lower self-valuation of organizational performance was observed on employees who were less of seniority and rank, non-supervisors and in engineering departments. 3.Leader member exchange theory showed high-positive correlation with both organizational performance and satisfaction of leadership. 1eader member exchange theory showed low-positive correlation with both level of achieving goals and quality of service. 4.Leader member exchange theory showed distinct positive prediction toward organizational performance. In other words, better the quality of the interchange relations between subordinates and their leaders, better the working performance of the subordinates. Keywords: leader member exchange theory（LMX）, organizational performance

APA, Harvard, Vancouver, ISO, and other styles

40

Huang, Ya-min, and 黃雅民. "Some mega-trend that influence the employees’ behaviors with the cause and effect viewpoint on LMX(leader-member exchange )theory." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/82930103755837567259.

Full text

Abstract:

碩士
淡江大學
企業管理學系碩士班
93
The enterprise is now confronting with a free, international and high information intense world. The administrative environments of enterprises are changeable. The struggle and intimidation constantly challenge the organization. In point of the system, scholars all believe that the organization is in the opening system at present. That is the organization keeps the active relationship with outside environment. The influence of Leader-Member Exchange (that will be expressed as “LMX” when appears) is one of the important factors in the system. The LMX theory indicates that a supervisor treats each employee in different ways and also point out that due to the limitation of time and the strength, a supervisor will divide the employees into the in group and the out group based on the employee’s capability and ability, credibility, and the motivation of willing to take the responsibility. In the past, most of leadership theories focused on the leaders themselves, such as in their characteristics or the environment that the leaders were in. However, it’s rare to have the research exploring the relationship between the business organization and LMX leadership theory. The purpose of this study is to explore the relationships between LMX and the level of e-business uses in company, flexibility of manpower, self-managed work team. Besides, it gives deeper research in whether the LMX has an effect on the employees’ job satisfaction of, organizational commitment and self-efficacy. Through the analysis comes from the survey, the random samples are from the high-technology industry. The researcher sent out 453 questionnaires with 386 questionnaires or 85.21% returned. Our research shows that (1) low level of e-business used in company, low flexibility of manpower and high intensity in self-managed work team positively influences the conditions of LMX. (2) LMX is positively associated with organizational commitment self-efficacy and job satisfaction. Our conclusion is that the modern trend like e-business , flexibility of manpower, and self-managed work teams significantly influence LMX on the dependent measures. And these findings support the idea that a strong employee/supervisor relationship can be beneficial to the organization.

APA, Harvard, Vancouver, ISO, and other styles

41

Chang, Yu-hsuan, and 張育瑄. "The Influence of Supervisor’s Coaching Orientation on Subordinate’s Performance: The Moderating Effects of Implicit Person Theory and Leader-Member Exchange." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/88605446741697931858.

Full text

Abstract:

碩士
國立中央大學
人力資源管理研究所
99
The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to foster employee learning and development. The fit and interaction relationship between a coach and a recipient are important. Based on the perspective of regulatory focus theory, this study investigated the relationships between supervisor’s promotion coaching orientation and prevention coaching orientation and subordinate’s performance with the moderators of implicit person theory (IPT) and leader-member exchange (LMX). 119 employees who receive coaching provided by their supervisor in a company were surveyed. The findings of this research are as follows: 1. A promotion coaching orientation has a positive relationship with subordinate’s performance; moreover, relative to a prevention coaching orientation, a promotion coaching orientation has a more positive effect on the subordinate performance of subordinate following coaching. 2. A promotion oriented coaching is better regulatory fit for subordinate with incremental beliefs. 3. A promotion oriented coaching with high LMX quality has a positive effect on the subordinate’s performance. Management implications and recommendation are discussed for companies that will adopt the coaching.

APA, Harvard, Vancouver, ISO, and other styles

42

"Leader-Member Exchange theory in administrator and educator perceptions of the collaborative nature of the school environment related to special educator retention." CLEMSON UNIVERSITY, 2008. http://pqdtopen.proquest.com/#viewpdf?dispub=3290750.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Liu, Yan-Yan, and 劉燕燕. "The Study on the Relationship Among Leader-Member Exchange Theory, Motivation System, and Job Performance: An example of a Commercial Bank in Southern Taiwan." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/89fynq.

Full text

Abstract:

碩士
國立高雄應用科技大學
財富與稅務管理系碩士在職專班
102
Human resource is one of the most important factors that keep financial industry working well. The employees of financial industry are considered that they could get high salary but have to face challenges and working stress. Besides the relationship between supervisor and subordinate, motivation system is the key to attract the talents to serve the company. According to the former references in Taiwan, motivation system and job performance were discussed a lot. It focused on analysis of job performance or job satisfaction and supervisor’s leadership and character. However, some fields were still neglected; this study intended to explore the relationship among leader-member exchange, motivation system, and job performance. There were 250 questionnaires released in May, 2014 by internal mail; 164 ones were retrieved in the end of May, 2014. 140 ones were available, and the rate of recovery was up to 56.4%. The data was analyzed by SPSS18.0. The results are as follows: 1. There is significant between leader-member exchange and motivation system. 2. There is significant between leader-member exchange and job performance. 3. There is significant between motivation system and job performance.

APA, Harvard, Vancouver, ISO, and other styles

44

Wang, Ting-Hung, and 王婷虹. "Does it matter to be “my person”? The impacts of being similar on satisfaction with supervisors from the perspective of leader-member exchange theory." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/bxq9bd.

Full text

Abstract:

碩士
國立政治大學
公共行政學系
107
“Ｍy person” is always referred as those we are close to ourselves, meaning “you are with me.” Well goes a saying, “birds of a feather flock together”. People with more similarity are more likely to be attracted to each other. This study aims at exploring why leaders make different relationships with different subordinates from the view of Leader-Member Exchange theory. Only few studies used “satisfaction with supervisors” as the dependence virianble to discuss the relationship between supervisors and subordinates. Meanwhile, some prior studeis showed that government employees were not satisfied with their leadership and communication quality with their leader. Therefore, this study tries to answer two questions: 1. What are the factors affecting “satisfaction with supervisors?” 2. Whether the similarity of communication style, leadership style, level of trust, and support from supervisors affect the satisfaction of supervisors? This study conducted a survey research and targeted government employees in Taipei City goverment. We had successfully gathered 33 supervisors and 108 subordinates in total. According to the analysis results, this study found: 1. Leadership styles, level of trust, and support from supervisors affect satisfaction with supervisors. 2. Although the similarity in communication style and leadership style did not affect the satisfaction of the supervisor, subordinates still had a high degree of satisfaction with supervisors when they perceived a higher level of trust and a higher level of support from their supervisors. In general, the cognition of subordinates is crucial. For the subordinates, no matter how supervisors think, as long as they trust their supervisors and believed they had enough support, they will have positive attitude to their supervisors. Hence, being “my person” actually means that the subordinates feel they are supported by their supervisors and thereby willing to follow orders.

APA, Harvard, Vancouver, ISO, and other styles

45

郭工賓. "The Influence of Principals' Emotional Intelligence on Teachers' Job Satisfaction and Job Burnout in Junior High Schools: The Mediating Effect of Leader-Member Exchange (LMX) Theory." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/cv4wgr.

Full text

Abstract:

博士
國立政治大學
教育研究所
102
The propose of this study was to investigate the influence of principals’ emotional intelligence on teachers’ job satisfaction and job burnout in junior high schools, and to examine the mediating effect of leader-member exchange (LMX) through literature review and questionnaire. The questionnaire was sent to 900 public junior high school teachers in Taipei City, New Taipei City and Taoyuan County. A total of 846 questionnaires were returned for a response rate of 94%, 12 were deleted because there were more than 50% items nonresponse (834 usable responses were obtained, usable responses rate 92.67%). The data were analyzed using descriptive statistics, One-way MANOVA, reliability analysis, factor analysis, structural equation modeling (SEM), and other statistical methods. The findings of this study were as follows: 1. Teachers evaluated their principals are generally emotionally intelligent, especially higher scores on self-motivation, and lower scores on self-awareness. 2. Teachers evaluated the quality of LMX relationship is generally fine, especially higher scores on professional respect, and lower scores on loyalty. 3. Teachers were satisfied with their job, especially higher scores on self-realization, and lower scores on work stress. 4. The levels of teachers burnout experience is not high, especially lower scores on depersonalization, and higher scores on emotional exhaustion. 5. Female teachers have higher work stress and emotional exhaustion, but lower personal accomplishment. 6. The relationship between teacher’s age and emotional intelligence awareness of principal, job satisfaction, job burnout, LMX were significant difference. 7. The relationship between teacher’s education level and emotional intelligence awareness of principal, job satisfaction, job burnout, LMX were no significant difference. 8. The relationship between teacher’s seniority and emotional intelligence awareness of principal, job satisfaction, job burnout, LMX were significant difference. 9. Homeroom teacher have higher emotional exhaustion, lower depersonalization, emotion, dedication, and loyalty. 10. Teacher who work in small school (less than 24 classes) has lower scores on emotional intelligence awareness of principal, job satisfaction, and LMX, but higher scores on job burnout. 11. The mediating effect of LMX on the relationship between principal's emotional intelligence, teachers' job satisfaction and burnout had been support. 12. LMX mediated the relationship between principal's emotional intelligence and teachers' job satisfaction. 13. LMX fully mediated the relationship between principal's emotional intelligence and teachers' job burnout. Based upon the findings, recommendations were made for education authority, junior high school principal and future research.

APA, Harvard, Vancouver, ISO, and other styles

46

kuo, Yian shiao, and 郭晏孝. "The Influence of the Leader-Member Exchange Theory of Leadership on Willingness to Stay in the Workplace—Use the Self Efficacy of Trainees as a Moderator." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/6g3f8k.

Full text

Abstract:

碩士
僑光科技大學
企業管理研究所
106
The purpose of this study is to explore whether LMX Theory has a significant influence on the willingness to stay in the work, and whether self-efficacy has become a moderator for leader-member exchange and willingness to stay in the work. In this paper, the investigation was conducted on the soldiers of national army. A total of 235 valid questionnaires were recovered, and the hypotheses were verified through hierarchical regression analysis and moderator model. The results showed that the leader-member exchange in the national army have a significant influence on the willingness to stay in the work. The higher level of leader-member exchange is, the significantly higher willingness to stay in the work is. In addition, self-efficacy significantly moderating influence of the leader-member exchange on the willingness to stay in the work, and this means self-efficacy can enhance influence of leader-member exchange on willingness to stay in the work. To increase willingness to stay in the work, leader-member exchange and self-efficacy of the members must be strengthened.

APA, Harvard, Vancouver, ISO, and other styles

47

Kuo, I.-Chun, and 郭怡君. "A Research on the Relationships among Transformational Leaderships for Managers, Leader-Member Exchange Theory and Organizational Citizenship Behaviors for Members in the International Business in Taiwan─Regulatory Focus as a Moderating Variable." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/u8287a.

Full text

Abstract:

碩士
長榮大學
國際企業學系碩士班
98
As the acceleration of Taiwanese industrial migration, foreign investment has become the primary strategy of corporations to expand markets and elevate competitiveness. The operational status of foreign investment and its own influences to Taiwanese economy have been intensively concerned by nationals. Transformational leadership focuses on the appropriate behaviors of leadership that satisfy organizational purposes and members' needs. Employees exhibit higher willingness to manage missions outside their vocational responsibilities, as long as social exchange exists between leaders and subordinates. According to previous researches, organizational citizenship behavior is a part of social exchange. Moreover, scholars discovered that the regulatory tendency is the key feature shaping subordinates' opinions to transformational leadership. And, the regulatory tendency that modifies individuals' beliefs is so-called “regulatory focus.” This study centers on managers and their direct subordinates and obtains valid questionnaires by applying one-on-one interview and purposive sampling. In total, 219 questionnaires were retrieved; the effective return rate is 49.14%. Based on the analytical results, this study found that transformational leadership has a significant positive correlation with leader-member exchange, that leader-member exchange has significant positive correlation with organizational citizenship behavior, and that regulatory focus produces a little moderating effect in the correlation between leader-member exchange and organizational Citizenship Behavior. In accordance with research results, this study proposes conclusions and substantial suggestions. Furthermore, management meaning and recommendations for continuous research and future investigation are submitted.

APA, Harvard, Vancouver, ISO, and other styles

48

Leão, Leonor Reis Do Rêgo Guedes. "The relationship of LMX with innovative behavior and organizational citizenship behavior: the moderating role of identity leadership and the mediating role of job satisfaction." Master's thesis, 2021. http://hdl.handle.net/10362/131493.

Full text

Abstract:

The aim of the present research was to analyze the impact of identity leadership on important work related employee behaviors. Furthermore, the goal was to examine the moderating role of identity leadership on the relationship between LMX and innovative behaviors and OCB. A sample of 176 participants was used. Results revealed that identity leadership maximizes the influence of LMX on employees’ predisposition to engage in innovative behaviors and OCB, being a moderator of such relationship. Moreover, results demonstrated that identity leadership does not moderate the relationship between LMX and job satisfaction. Implications for practice are discussed in the end.

APA, Harvard, Vancouver, ISO, and other styles

Dissertations / Theses on the topic 'Leader-member exchange theory'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles