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Relevant bibliographies by topics / LMX leader member exchange theory

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Academic literature on the topic 'LMX leader member exchange theory'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 February 2022

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Journal articles on the topic "LMX leader member exchange theory"

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Herdman, Andrew O., Jaewan Yang, and Jeffrey B. Arthur. "How Does Leader-Member Exchange Disparity Affect Teamwork Behavior and Effectiveness in Work Groups? The Moderating Role of Leader-Leader Exchange." Journal of Management 43, no. 5 (2014): 1498–523. http://dx.doi.org/10.1177/0149206314556315.

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In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members’ appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader’s LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.

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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 (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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Song, Xiaoling, Wen Wu, Shengyue Hao, Xiaohua Lu, Yihua Zhang, and Yuhuan Liu. "On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–member guanxi promote voice behavior." Chinese Management Studies 11, no. 3 (2017): 441–62. http://dx.doi.org/10.1108/cms-03-2017-0058.

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Purpose Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model. Design/methodology/approach The authors use a sample from a private and local company in Southern China to test their theoretical model. Findings The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety). Research limitations/implications In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West. Practical implications One important implication is that off-work relationship should be used by managers to encourage employee voice. Originality/value This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

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Liu, Chongrui, Cong Wang, Yan Liu, Xuran Liu, and Yuan Ni. "A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange." Journal of Personnel Psychology 20, no. 3 (2021): 124–35. http://dx.doi.org/10.1027/1866-5888/a000277.

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Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

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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 (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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Megheirkouni, Majd. "Revisiting leader-member exchange theory: insights into stadia management." International Journal of Event and Festival Management 8, no. 3 (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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Byun, Gukdo, Ye Dai, Soojin Lee, and Seungwan Kang. "Leader Trust, Competence, LMX, and Member Performance: A Moderated Mediation Framework." Psychological Reports 120, no. 6 (2017): 1137–59. http://dx.doi.org/10.1177/0033294117716465.

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Based on social exchange theory, this study examines the influence of leaders’ trusting behavior and competence in in-role activities on members’ perceived leader–member exchange (LMX) relationships. Our study proposes that a leader’s trust in a member contributes to the member’s perceived LMX, and that the leader’s competence in in-role activities moderates this relationship. Furthermore, our study suggests that perceived LMX mediates the relationship between the leader’s trust and members’ task performance. Finally, the study proposes that the leader’s competence moderates the mediating role of LMX in transmitting the effect of the leader’s trust on members’ task performance. Analyses of the data collected from soldiers and platoon leaders in the South Korean army support these hypotheses.

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Choy, Jerome, Darcy McCormack, and Nikola Djurkovic. "Leader-member exchange and job performance." Journal of Management Development 35, no. 1 (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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Xie, Zhitao, Ning Li, Wan Jiang, and Bradley L. Kirkman. "The Paradox of Leader-Member Exchange (LMX) Differentiation." Journal of Personnel Psychology 18, no. 4 (2019): 165–76. http://dx.doi.org/10.1027/1866-5888/a000231.

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Abstract. Drawing from the equity-equality paradigm and social interdependence theory, we examine cross-level effects of leader-member exchange (LMX) differentiation on both task performance and creativity using 461 team members and 98 team leaders in China. We demonstrate the paradoxical (i.e., positive and negative) effects of LMX differentiation in teams. Specifically, while LMX differentiation was positively, directly associated with task performance and creativity in more interdependent teams, it also had negative, indirect influences, through interactional justice climate, on these outcomes. Overall, in more interdependent teams, LMX differentiation had positive effects on employee performance-based outcomes, but in less interdependent teams, the effects were more negative. Our findings also provide practical implications for team governance.

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Thrasher, Gregory, Marcus Dickson, Benjamin Biermeier-Hanson, and Anwar Najor-Durack. "Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance." Organization Management Journal 17, no. 3 (2020): 133–52. http://dx.doi.org/10.1108/omj-04-2019-0719.

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Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

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Dissertations / Theses on the topic "LMX leader member exchange theory"

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

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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.

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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.

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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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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.

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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.

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

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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.

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

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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.

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Colliander, Cassandra, and Marie Enarsson. "Leader-Member Exchange och relationsaspekters betydelse ur säljmedarbetres perspektiv." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-15416.

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Ledarskapsteorin Leader-Member Exchange (LMX) menar att en hög kvalité i relationen mellan ledare och medarbetare är viktig för olika organisatoriska utfall. Då forskning inte fokuserat på vilka relationsaspekter som medarbetare värderar som viktiga inom specifika branscher, är denna studie ett avstamp till området. Syftet med undersökningen var att ta reda på vilka relationsaspekter som säljmedarbetare värderar som viktiga i relationen till sin närmsta chef, om värderingen av dessa relationsaspekter har ett samband med medarbetares upplevelse av den befintliga relationen till sin närmsta chef och om relationsaspekterna värderas olika beroende på den befintliga kvalitén i relationen. En enkätstudie genomfördes där LMX samt relationsaspekter behandlades. Deltagarna bestod av 70 säljmedarbetare på ett globalt företag i Mellansverige. Resultaten visade att sociala och uppgiftsorienterade relationsaspekter värderades likvärdigt. Vidare visade resultatet att vissa kontrollvariabler hade starkare samband med LMX-relationen än relationsaspekterna samt att det fanns en viss skillnad mellan relationsaspekternas värderingar beroende på relationens kvalité.

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Furtado, Liliane Magalhães Girardin Pimentel. "Leader-Member Exchange (LMX) within team contexts: a look beyond the leader-member dyad." reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17797.

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Submitted by Liliane Furtado (lilianempf@gmail.com) on 2017-01-16T14:52:37Z No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5)<br>Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2017-01-17T13:12:04Z (GMT) No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5)<br>Made available in DSpace on 2017-01-25T13:15:11Z (GMT). No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5) Previous issue date: 2016-12-05<br>Leader–member exchange (LMX) theory focuses on the quality of the member’s exchange relationship with the leader. A fundamental tenet of LMX theory is that leaders develop different quality relationships with members in their teams. Research on LMX has almost exclusively focuses on LMX relationships as independent dyads within work groups. However, LMX relationship cannot be fully understood in isolation from the team contexts that shape it. As a result, LMX research has been criticized for failing to consider the role of the social context in the development of members’ perceptions of LMX. This deficiency prompted researchers to call for more research on LMX within the context of teams. Thus, this dissertation answer this call by considering LMX within the team context by exploring theoretical approaches that take into account the social context in which LMX is embedded. Drawing on LMX theory, social comparison theory and social network approach, I address this question through two empirical and independent papers aimed to consider LMX as systems of interdependent dyadic relationships, rather than independent dyads. Overall, the findings of this dissertation corroborate prior arguments that LMX theory represents not only a dyadic phenomenon, but also captures a complex multilevel phenomenon beyond the dyadic relationship. The contributions of these findings are discussed.

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Bernerth, Jeremy B. Armenakis Achilles A. "Putting exchange back into leader-member excahnge [sic] (LMX)." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/BERNERTH_JEREMY_41.pdf.

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Loglia, Jennifer. "How emoticons affect leader-member exchange." Master's thesis, University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5980.

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Emoticons have been shown to be the nonverbal cues of computer-mediated communication and could therefore be a rich source of information, but they are not used in the workplace because they are considered unprofessional. This study aimed to look at the effects of emoticons on relationships, specifically between a leader and member. Participants were asked to read a fake email from a fake boss and answer several questions in regard to leader-member exchange, affective presence, perceived message positivity, perceived masculinity/femininity of the fake boss, and perceived professionalism. This study found that the use of a positive emoticon in an email message increased leader-member exchange, mediated by positive affective presence (though the use of the emoticon and positive affective presence were not linked). This study also found that when participants received a message with an emoticon, they found the sender to be both more feminine and less professional.<br>M.S.<br>Masters<br>Psychology<br>Sciences<br>Industrial Organizational Psychology

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Books on the topic "LMX leader member exchange theory"

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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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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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Day, David V., and Darja Miscenko. Leader–Member Exchange (LMX). Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0008.

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Law-Penrose, Jared C., Kelly Schwind Wilson, and David Taylor. Leader–Member Exchange (LMX) from the Resource Exchange Perspective. Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0017.

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Law-Penrose, Jared C., Kelly Schwind Wilson, David Taylor, Talya N. Bauer, and Berrin Erdogan. Leader–Member Exchange (LMX) from the Resource Exchange Perspective. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.17.

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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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Nahrgang, Jennifer D., and Jungmin Jamie Seo. How and Why High Leader–Member Exchange (LMX) Relationships Develop. Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0003.

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Book chapters on the topic "LMX leader member exchange theory"

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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. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68756-4_1.

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Omilion-Hodges, Leah M., and Jennifer K. Ptacek. "Diversity and Ethics in LMX." In Leader-Member Exchange and Organizational Communication. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68756-4_6.

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Hanasono, Lisa K. "Leader-Member Exchange 7 Questionnaire (LMX-7)." In The Sourcebook of Listening Research. John Wiley & Sons, Inc., 2017. http://dx.doi.org/10.1002/9781119102991.ch36.

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

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Noranee, Shereen, Rozilah Abdul Aziz, Norfadzilah Abdul Razak, and Mohd Amli Abdullah. "Verifying Measure of Supervisor-Rated Leader-Member Exchange (LMX) Relationship Using Rasch Model." In Pacific Rim Objective Measurement Symposium (PROMS) 2015 Conference Proceedings. Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1687-5_20.

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Plakiotis, Christos. "Psychodynamic Leadership Approach and Leader-Member Exchange (LMX): A Psychiatric Perspective on Two Leadership Theories and Implications for Training Future Psychiatrist Leaders." In Advances in Experimental Medicine and Biology. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56246-9_8.

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"Tutorial 6 Leader member exchange (LMX) and transactional theory (TLX)." In Your Education Leadership Handbook. Routledge, 2014. http://dx.doi.org/10.4324/9781315832982-14.

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Doğru, Çağlar. "The Effects of Perceived Organizational Support and Leader-Member Exchange on Contextual Performance." In Advances in Logistics, Operations, and Management Science. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6301-3.ch002.

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In this research, the relationship between perceived organizational support (POS) and leader- member exchange (LMX) with contextual performance is analyzed on the basis of social exchange theory and the norm of reciprocity. To achieve this, data was collected from 314 employees working in twenty-five bank branches in Ankara, Turkey. According to the correlation analysis, it has been found statistically significant that POS and LMX have positive relationships with contextual performance. Besides, affect, loyalty, contribution and professional respect dimensions of LMX have positive and significant relationships in terms of statistics with contextual performance. According to multiple regression analysis, the positive effect of POS on contextual performance has been found statistically significant. Similarly, the positive effect of LMX on contextual performance has been found statistically significant, too. Again, it has been identified that the positive effects of affect, loyalty, contribution and professional respect dimensions of LMX on contextual performance are statistically significant.

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

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

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Conference papers on the topic "LMX leader member exchange theory"

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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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Grobler, Sonja, and Anton Grobler. "THE ROLE OF LEADER, MEMBER EXCHANGE (LMX) ON PSYCHOLOGICAL CAPITAL, MEDIATED BY PERSON-ORGANISATIONAL FIT." In 44th International Academic Conference, Vienna. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.044.017.

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Yu, Xiaomin, Yang Wu, and Congwei Xu. "Notice of Retraction: Transformational Leader Behavior and Efficacy Beliefs: The Mediating Role of Leader-Member Exchange (LMX) Across Culture." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1674.

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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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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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Saragih, Hondor, Yetti Supriyati, and Sri Indah Nikensari. "The Effect of Leader Member Exchange (LMX), Perceived Overqualification, and Job Satisfaction on Turnover Intention in the Indonesian Ministry of Defense." In Proceedings of the International Conference on Banking, Accounting, Management, and Economics (ICOBAME 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/icobame-18.2019.4.

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Susilo, Priyo, Badawi, and Rabitha Fazira. "Leader Member of Exchange (LMX) and Intention Turnover Model Through Mediation of Job Embeddedness on Travel’s Services according to Corona’s Outbreaks." In International Conference on Community Development (ICCD 2020). Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201017.126.

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Fikarlo, Redy, Erni Masdupi, and Syahrizal Syahrizal. "The Effect of Career Development and Leader-Member Exchange (LMX) on Employee Performance of Padang City PDAM with Motivation as Intervening Variables." In Proceedings of the 2nd Padang International Conference on Education, Economics, Business and Accounting (PICEEBA-2 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/piceeba2-18.2019.71.

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