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Moates, Kenneth Nathan Harris Stanley G. "The role of perspective taking in leader-member exchange". Auburn, Ala., 2007. http://repo.lib.auburn.edu/EtdRoot/2007/FALL/Management/Dissertation/MOATES_KENNETH_7.pdf.
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Gibson, Emily S. H. "Retaining Prison Staff: The Influence of Leader Emotional Intelligence on Employee Job Satisfaction". Diss., Piedmont International University, 2017. http://hdl.handle.net/10919/83946.
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Correctional leadership faces staffing challenges that potentially compromise safety and security and cause stress for remaining prison staff. Leadership is especially crucial in prisons due to threats of danger and stress. Leaders exhibiting emotional intelligence control their own emotions and manage interactions with others. Staffing shortfalls and the significance of prison leadership motivated a quantitative investigation of the relationship between leader emotional intelligence and employee job satisfaction. The researcher disseminated electronic surveys to prison staff in 5 southern states, which resulted in 1,174 surveys for analysis. Participants completed a survey that included the Genos Emotional Intelligence Inventory and the Job Satisfaction Survey. Results from a hierarchical linear regression revealed that both select demographic factors of prison employees and employee perception of their supervisor’s emotional intelligence are significantly predictive of prison employee job satisfaction. Findings provide both practical and theoretical implications for correctional leaders and support further research in the area of correctional leadership.Doctor of Philosophy
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Martinus, Paul M. "Generic qualitative study on systems conflict as described by employees' leader-member exchanges". Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10144290.
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This study addressed the problem of conflict in the workplace as experienced by leader-member exchanges (LMXs). The background and significance of this study concerned the research problem and questions asking about systems conflict in the workplace according to LMXs. The study used a generic qualitative research design; participants were obtained online via purposive and snowball sampling. Participants who were Facebook users were asked to describe their conflict experiences in the workplace that were then thematically analyzed. Results showed that either systems conflict in LMXs described leadership and followership; or that types of members in such exchanges described conflict systems. Addressing the problem by answering the research question fills a knowledge gap that the scientific community and organizational leaders might use to address systems conflict in the workplace.
Keywords: generic, qualitative, systems, conflict, leader-member exchanges.
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Lee, JungHoon. "Antecedents and consequences of employee engagement: empirical study of hotel employees and managers". Diss., Kansas State University, 2012. http://hdl.handle.net/2097/13653.
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Doctor of PhilosophyDepartment of Hospitality Management and Dietetics
Chihyung Ok
Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers. Therefore, this study empirically tested relationships among antecedents and consequences of employee engagement in the hotel setting. In particular, this study provided theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational environment (i.e., psychological climate) affect employee engagement. This study also investigated how employee engagement directly and indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e., organizational commitment), and the leader-member exchange relationship (LMX). In accordance with the purpose and objectives of the study, 11 hypotheses were proposed based on several theories: Kahn's three psychological conditions theory, job demands-resources model, social exchange theory, and conservation of resources theory. To test the hypotheses, data were collected from 394 hotel employees and managers in the United States. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that core self-evaluations and three components of psychological climate (managerial support for service, interdepartmental service, and team communication) positively influence employee engagement. The results also revealed that employee engagement is positively associated with all the outcome variables. This study further demonstrated that LMX mediates the relationships of employee engagement with job satisfaction and organizational commitment; job satisfaction mediates the relationships between employee engagement and organizational commitment and between LMX and organizational commitment. Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and outcomes. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.
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Nilo, James Alvaro. "Strategies That Small Business Leaders Use to Motivate Millennial Employees". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6253.
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Millennial workers occupy the majority of employment positions worldwide, which is a concern to business leaders in the United States related to having knowledge and ability to train, motivate, and retain millennial employees. Using Gilbert's behavior engineering model as a conceptual framework, this multiple case study explored the strategies that business leaders used to motivate their millennial employees. The study population included 4 leaders of small restaurant businesses in eastern North Carolina. Data were collected from semistructured, face-to-face interviews using 7 open-ended questions and review of company documents, websites, and social media. Data were coded and analyzed following Morse's method of data analysis. Three themes emerged from data analysis: rewards and recognition, high-quality leader-member relationship, and professional development. The findings of this research are significant for small business leaders who want to implement effective motivational strategies to manage millennial employees to keep their organizations productive and profitable. The implications of this study for positive social change include the potential to help millennial workers grow in their careers, become financially stable, and develop into prospective leaders prepared to propel their organizations and societies in the future.
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Auten, Dana Anuhea. "Supervisor Mindfulness and Its Association with Leader-Member Exchange". PDXScholar, 2017. https://pdxscholar.library.pdx.edu/open_access_etds/4061.
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Mindfulness has recently gained attention within work contexts. Mindfulness training interventions (e.g., mindfulness-based stress reduction; MBSR) are commonly implemented for employees within organizations. Mindfulness has been associated with multiple employee performance, relational, and well-being outcomes. Although mindfulness has become a popular practice within organizations, empirical research falls behind and has not explored many potential research avenues. As leaders play influential roles within organizations, mindfulness may influence leader behaviors, to an extent that leader mindfulness affects employees. This study examined the relationship between supervisor mindfulness and leader-member exchange (LMX), which entails quality of mutual support, trust, and respect within supervisor-subordinate relationships. In addition, the proposed study sought to empirically support proposed theoretical frameworks by examining affective, cognitive, and behavioral mechanisms of empathic concern, perspective taking, and response flexibility, as mediators in the supervisor mindfulness-LMX relationship. Supervisor workload was also examined as a moderator to assess conditions under which the supervisor mindfulness-LMX relationship exists. A sample of 202 individuals who currently supervise employees was collected using the online survey platform, Amazon's Mechanical Turk. Two approaches towards mediation provided support for the mediating roles of empathic concern and response flexibility in the relationship between supervisor mindfulness and LMX. Theoretical and practical contributions, as well as limitations and future directions are discussed.
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Pierce, Jonathan. "Leaders' Strategies to Support and Accommodate Employees with High-Functioning Autism". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4751.
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Leaders often lack strategies to create supportive and accommodating workplaces that capitalize on the unique skillset of autistic employees. Research has shown that employers benefit from creating supports; however, there is a lack of research on how or why organization leaders provide support and accommodations. The purpose of this descriptive case study was to identify leaders' strategies for supporting autistic employees. The research question centered on managements' support and accommodations for employees while capitalizing on their strengths. The conceptual framework included labor process to address management extracting benefits from labor, and resource-based theory to examine gaining a competitive advantage by using rare resources. Purposive sampling was used to select 11 leaders, managers, or frontline supervisors for in-person semistructured interviews from a northern Illinois organization that recruits and hires employees with autism. Other data sources for triangulation included communications, manuals, observations, photos, artifacts, and field notes following Yin's 5-step analytic model. Eight themes emerged: (a) advocating for self and others; (b) mission, vision, values, and social responsibility; (c) autism challenges; (d) nonphysical support; (e) physical accommodations; (f) policies, procedures, and funding; (g) support personnel; and (h) unique skillset. The results encompass a mission-driven approach to support and accommodation. This study contributes to social change by demonstrating how managers can use disabled employees and assist them in becoming productive members in the workplace and society, while gaining a feeling of self-worth, dignity, and independence. This reduces the burden on taxpayers for care.
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Valle, Dalila Somoza. "The role of acculturation in leader-member exchange". CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2214.
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In light of the increase of Hispanic Immigrants (i.e 1st, 2nd, 3rd generation) in the U.S. workforce and the impact that the quality of the leader-member exchange has on the organization's success, this study investigated the quality of the relationship that emerges between hispanic subordinates and Anglo-American leaders (i.e who are most representative of the U.S. dominant culture).
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Zimmerman, Jeffrey R. "The Impact of Supervisor-Subordinate Exchange on State Government Employees". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1561.
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Interactions such as task assignments and communications between supervisors and subordinates have unintended negative consequences on subordinates such as alienation of subordinates that are not members of the 'in' group. These relations are determined by the quality of the leader-member exchange (LMX) between supervisor and subordinate. The purpose of this study was to examine the impact of supervisor-subordinate exchange on state government employees by understanding the essence of these exchanges in state government agencies. The theoretical foundation of this phenomenological study was Graen and Uhl-Bien's conceptualization of LMX. Data were collected through 12 semi structured interviews with subordinates from the North Carolina Motor Vehicle Driver's License Section. This group of employees from the NC DMV were selected because of the geographical convenience to conduct interviews with participants. Supervisors were not interviewed for this study because the focus was the perceived effect on the employees' performance, motivation, and attitudes. The data were coded and analyzed using a modified Stevick-Colaizzi-Keen method. The results of this study supported that supervisor-subordinate exchanges can influence subsequent behaviors in government employees. This study may have future policy implications in that the results can be used to influence new policy or revise current policies concerning supervisor training within local, state, and federal government agencies. Organizations that comprehend how and why supervisor-subordinate exchanges impact them can revise training for both management and employees, improve communication and relationship skills, and reduce negative effects from these exchanges to promote positive social change.
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Nimmer, James G. "The influence of affect on leader evaluations of subordinates: a laboratory simulation employing a process approach". Diss., Virginia Polytechnic Institute and State University, 1988. http://hdl.handle.net/10919/76325.
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Recent work in performance appraisal has focused on the cognitive operations involved in a rating task, but has neglected the influence of affect. The purpose of the present study was to examine the process by which affect influences evaluations and to examine the impact of affeet on outcome variables. A categorization-based model of the rating process was developed that included the influence of affect. According to the model, affect was postulated to influence the categorization process at the superordinate level. The model also postulated that the classification would then influence the processing of subsequent information.
To test predictions derived from the model, the present study simulated a work situation. Subjects were required to learn materials, train confederates, and then observe and evaluate confederate's videotaped performance. The impact of affect and item type was examined on process measures and the impact of affect and performance was examined on outcome measures.
The results showed that affect biased leader evaluations in the form of leniency and severity. Signal detection analysis indicated that response bias may have been the cognitive mechanism underlying this effect. Leaders attributed non-performed behaviors to confederates in a category consistent manner. Path analysis showed that affect has direct and indirect effects on performance evaluations. The theoretical and applied considerations of the study's findings are discussed and future research directions are highlighted.Ph. D.
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Iqbal, Muhammad Naveed y Sidra Rizvi. "Construction Development and Consequences of Job Satisfaction : Banking Sector of Pakistan". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-11920.
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Title: Construction, Development and Consequences of Job Satisfaction in Banking Sector of PakistanLevel: Second CycleAuthor: Muhammad Naveed Iqbal and Sidra RizviSupervisor: Dr. Maria Fregidou-MalamaDate: 2012, February.Purpose: This study investigates job satisfaction concepts by considering jobs satisfaction factors, leader/manager’s behavior and effects of job satisfaction in the form of organizational efficiency and individual efficiency. It studies the construction, development and consequences of job satisfaction.Design/methodology: The data is collected from commercial bank in Pakistan through a survey by using two different questionnaires, one for employees and one for managers. SPSS technique was used for data analysis.Result & Conclusion: The job satisfaction factors and manager behavior are the input in construction and development of employees’ job satisfaction. Six factors: (promotion, pay, benefit, rewards coworkers and job responsibilities) and managerial style: (middle to the road managerial style) are the most important basis to build the satisfaction level of the employees. Satisfaction/dissatisfaction of an employee affects the organizational efficiency as well as individual efficiency.Contribution: This research helps researchers to use the created model for further extensive research on job satisfaction. It helps the organizations to assess the status of their employee in regard of job satisfaction. Managers can manage polices related to factors and design training accordingly for the desired leadership behavior according to employees preference.Further Suggestion: This research is done in one department of commercial bank in Pakistan. Increase in sample size could produce comprehensive results. National culture effect is ignored in this research that helps to look on different consequences of job satisfaction assessment according to country’s culture. More service sectors such as hospital, insurance, telecommunication etc. should be considered to get more general results.Originality: This research presents construction, development of employee job satisfaction through factors and manager/leader behavior and its results in the form of consequences of satisfaction or dissatisfaction.Keywords: Job Satisfaction, Employees, Job Satisfaction Factors, Manager/Leader
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Stander, Marius Wilhelm. "Psychological empowerment, job insecurity and wellness of employees in selected organisations / Marius Wilhelm Stander". Thesis, North-West University, 2007. http://hdl.handle.net/10394/2481.
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Sanchez, Rudolph Joseph. "The Role of Trust, Leader-Member Exchange, and Organizational Justice in Employee Attitudes and Behaviors: A Laboratory and Field Investigation". PDXScholar, 2002. https://pdxscholar.library.pdx.edu/open_access_etds/3728.
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The study of interpersonal relationships continues to be a major focus of theory and research in a wide array of disciplines. The present research examined one of the most prevalent and significant interpersonal relationships in the workplace context—the dyadic relationship between a supervisor and a subordinate. This research examined the relationships between trust, quality of the leader-member exchange relationship (LMX; a measure of the quality of the dyadic relationship), perceived organizational justice, and several employee attitudes and behaviors that are important to individual workers and the organizations in which they work.
Data were collected in both laboratory and field settings. The laboratory setting allowed for the manipulation of organizational justice, which permitted inferences regarding the causal effects of organizational justice on the relationships between trust and LMX and the outcome variables examined. The field setting allowed for the testing of the hypothesized relationships in a “real world” environment in which external contextual factors (e.g., industry and organizational differences) were naturally controlled.
Two-hundred and twenty-three currently employed undergraduate students participated in the laboratory study. In the field study, data were collected in a Fortune 500 company from 113 subordinates and their supervisors. Results from both studies indicated that perceptions of trust in one's supervisor were strongly related to LMX. Importantly, in the field study, quality of the dyadic relationship was modeled as an emergent property of the perceptions of both subordinates and supervisors. Perceptions of LMX were related to a sense of overall fairness, which was jointly determined by procedural and distributive justice. Perceptions of overall fairness were related to job satisfaction, intention to quit, organizational commitment, in-role job performance, organizational citizenship behavior, and organizational retaliatory behaviors. Additionally, results of the laboratory study indicated that established perceptions of trust in one's supervisor and LMX were adversely affected by violations of either procedural or distributive justice. This adverse effect was greatest when both procedural and distributive justice were low. The theoretical and practical implications of the research are discussed.
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Mason, Ebony Irene. "Strategies for Retaining Qualified and Experienced Employees in the Nonprofit Sector". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5101.
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Retention of qualified and experienced employees is the greatest challenge faced by nonprofit organizations. Using transformational leadership theory, the purpose of this single-case study was to explore strategies used by managers of nonprofit organizations to increase employee retention. The population for this study included 3 managers of one nonprofit organization in Texarkana, Texas, with tenure of at least 2 years. These managers had successfully implemented retention strategies to retain qualified and experienced employees for more than 2 years. Collected data included semistructured, face-to-face interviews and from archived documents that pertained to employee retention in nonprofit organizations. The data analysis process comprised 5 steps: compiling, disassembling data for coding, reassembling, interpreting, and reporting data themes. The use of member checking and methodological triangulation increased the trustworthiness of interpretations. The 2 themes that emerged from this study were motivational incentives and effective communication. The implications for positive social change in the nonprofit sector include sustaining the workforce by retaining qualified and experienced employees. With less employee turnover, nonprofit leaders may experience real cost savings. Nonprofit leaders may find the cost savings beneficial in extending available funds for services to local communities.
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Bloir, Kirk L. "A Study of Ohio State University Extension Employees’ Readiness for Changein Relation to Employee-Supervisor Relationship Quality, Basic Psychological Needs Satisfaction, and Dispositional Resistance to Change". The Ohio State University, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=osu1408958834.
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Drejby, Tobias. "Det goda ledarskapet : Anställdas upplevelse av ledarskap vid omorganisation". Thesis, Umeå universitet, Institutionen för psykologi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-138455.
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Denna studie syftar till att bestämma betydelsen av Gott Ledarskap (GL) och se vilken effekt ledares spatiala fjärmande kan ha på anställdas upplevelse av ledarskapet. Ambitionen är att öka förståelsen av hur personalen uppfattar ledarskapsrelaterade frågor vid omorganisation. I denna studie definieras ett Gott Ledarskap (GL) som det samlade resultatet av skattningar av stödjande förhållanden, ledarskap samt självbestämmande. I studien undersöktes hur GL upplevdes av anställda i en kommunal organisation när det rumsliga avståndet till cheferna ökade. I studien deltog 106 anställda på Örnsköldsviks kommun som i samband med omorganisation flyttades till nya kontor. Deltagarna var anställda i åldrarna 18 – 60+, uppdelade i fem åldersgrupper. Frågeformuläret Work Experience Measurement Scale (WEMS) användes för datainsamling. Dessutom undersöktes om bakgrundsfaktorerna Ålder och Anställningsform inverkade på eventuella förändringar. T-test visade ingen signifikant skillnad mellan före och eftermätningen. Regressionsanalys visade dock att ett item, visstidsanställda, påverkade synen på GL. Upplevelsen av ledarskapet minskade i denna grupp. Vidare forskning rekommenderas använda kontrollgrupp samt undersöka vilken effekt ledares närvaro har på anställda.This study aims at define Good Leadership (GL) and investigate what effect increased spatial distance between leadership and employees can have on employee satisfaction with leadership. The ambition is to increase understanding on how employees experience leadership-related issues at times of reorganization. In this study, a Good Leadership (GL) is defined as the overall result of estimates of supportive relationships, leadership and self-determination. The study examined how GL was experienced by employees in a municipal organization as the distance to the managers increased. In the study, 106 employees participated in the municipality of Örnsköldsvik that was moved to new offices. The participants were employed in the ages of 18 - 60+, divided into five agegroups. A questionnaire, Work Experience Measurement Scale (WEMS), was used for data collection. In addition, background factors such as age and form of employment was investigated to see if they affected any changes. T-test showed no significant difference between pre- and postmeasurement. Regression analysis, however, showed that the background variable Part-time employee influenced the view of GL. Employee estimations on leadership quality decreased in this group. Further research is recommended to use the control group as well as to examine the effect leader presence has on employees.
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Ehrlich, Jeff. "The emotional impact on native and non-native employees who stay after an internal appointment of a leader in a higher education institution". Click here for access, 2008. http://www.csm.edu/Academics/Library/Institutional_Repository/.
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Morris, Jr Jerry A. "Understanding Coping Strategies and Behaviors of Employees Affected by Toxic Leadership". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6359.
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Toxic leaders affect nearly half of the U.S. employee base and create environments in which followers, peers, and staff might be less effective due to stress, devaluation, and potential job loss. A multiple case study approach was used to understand what coping strategies employees use to reduce the negative effects of toxic leadership on themselves, other employees, and the overall workplace; and to understand the behaviors that result from these strategies. The purposeful and snowball sample consisted of 29 participants within the United States, ages 30 to 65, who worked within two or more organizations and who either directly experienced a toxic leader or observed someone who did. The theoretical framework was based on betrayal trauma theory, conservation of resources theory, and the cognitive theory of trauma. Research questions focused on how affected employees coped during and after the toxic event and any coping differences between sample groups. Data were collected via one-on-one telephone interviews. Data were analyzed via data organization, acquaintance, classification, coding, and interpretation. The major themes that emerged were emotional reaction, coping strategies used, effects at work and home, and resulting health issues for both person and family. Seeking resource help was identified as the most effective coping strategy when dealing with a toxic leader. Toxic leadership can have lasting negative effects on both organizations and employees that can extend beyond the workplace. Organizations have an organizational and social responsibility to address toxic leader behaviors and provide resources to employees to counteract toxic leadership to create a more positive work environment where employees can find work rewarding and fulfilling.
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Silva, Ana Isabel Loureiro de Sousa Virgolino. "Perceptions of organizational justice: its effects on the attitudes and behaviours of employees". Doctoral thesis, [do autor], 2018. http://hdl.handle.net/10316/88706.
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The perception of organisational justice is dominant in people’s lives and organisations as well as being a predictor of workers and organisations’ success. Indeed, the relevant attitudes and behaviours at work depend, essentially, on judgments about organisational fairness or unfairness. In this study, we will seek to better understand this impact, directly or indirectly, on behaviours and attitudes. Empirical research has examined the data from a questionnaire administered to a sample of 407 employees belonging to various public and private organisations in Portugal. Structural equation modelling (SEM) was used to test the hypotheses and multi-group analysis to identify how perceptions of organisational support, psychological contract violation, burnout and satisfaction with management may impact these relationships. The main findings are as follows: (a) Perception of organisational justice (POJ) has a positive impact on Perception of organisational support (POS), Psychological Contract (PC), Affective commitment (AC), Leader-member exchange (LMX) and on Individual performance (IP), (b) POS has a positive impact on POJ, (c) POJ mediates the relationship between POS and IP, (d) POS is a moderating variable in the relationship between POJ and PC and between POJ and IP, (e) Psychological contract violation (PCV) moderate the relationship between POS and POJ and between POJ and IP, and (f) Satisfaction with Management (SOM) moderate the relationship between PC and Burnout (BUR) and between LMX and AC. The overall results of this study are of much interest to managers as they provide a more comprehensive understanding of the organisational aspects, with a focus on the organisational justice, affecting employee attitudes and behaviours. According to these results, it is possible to design Human Resources Management (HRM) strategies and policies leading to organisational success. With this knowledge, organisations should invest in leaders who believe in the transparency of processes, the need for good quality interpersonal relationships, good communication, and the importance of attending the socio-emotional needs of employees. Preventing the emergence of burnout will give effectiveness and predictability to HRM practices. The originality of this study lies in the integration of various constructs, with a focus on the organisational justice, and relationships of mediation and moderation in a single study, to provide a model that depicts a critical chain of effects. Besides this contributes for the state of the art. This research studies the perception of organisational support as antecedent of the organization justice and still appeals to the necessity to contextualize the research studies since, in an economical and financial crisis situation and/or in a peripheral economy, same variables behave differently and even antagonistically to what is described in the literature.A perceção da justiça organizacional é dominante quer na vida das pessoas quer na vida das organizações e é preditor do sucesso individual e das organizações. De facto, as atitudes e os comportamentos, relevantes no trabalho dependem, essencialmente, de julgamentos sobre justiça organizacional ou injustiça. Nesta investigação, procuramos compreender melhor este impacto, direta ou indiretamente, nos comportamentos e atitudes dos trabalhadores Nesta investigação empírica, os dados foram recolhidos através de um questionário criado para o efeito e aplicado a uma amostra de 407 colaboradores pertencentes a várias organizações portuguesas quer públicas quer privadas. Para testar as hipóteses recorrermos à modelagem de equações estruturais e à analise multi grupos para identificar como a perceção do suporte organizacional, a violação do contrato psicológico, o burnout e a satisfação com a gestão podem afetar essas relações. As principais conclusões são as seguintes: (a) a perceção da justiça organizacional (POJ) tem um impacto positivo sobre a perceção do suporte organizacional (POS), no contrato psicológico (PC), no empenhamento afetivo (AC), na relação líder-liderado (LMX) e no desempenho individual (IP), (b) POS tem um positivo impacto na PJO, (c) POJ medeia a relação entre POS e IP, (d) POS é uma variável moderadora na relação entre POJ e PC e entre POJ e IP, (e) o PCV modera a relação entre POS e POJ e entre POJ e IP e (f) SOM modera a relação entre PC e Burnout (BUR) e entre LMX e AC. Os resultados globais deste estudo são de grande interesse para os gestores, uma vez que proporcionam uma compreensão mais abrangente dos aspetos organizacionais, com foco na justiça organizacional, que afetam as atitudes e comportamentos dos colaboradores. Com base nestes resultados, é possível projetar estratégias e políticas de Gestão de Recursos Humanos (GRH) que conduzam ao sucesso organizacional. Estes resultados são indicadores que as organizações devem investir em líderes que acreditam na transparência dos processos, que fomentam relacionamentos interpessoais de boa qualidade, uma boa comunicação e ainda que se preocupem e procurem satisfazer às necessidades sócio emocionais dos colaboradores. Para a eficácia e previsibilidade das práticas de GRH as organizações devem eliminar ou reduzir o burnout organizacional. A originalidade deste estudo reside na integração de várias construtos com foco na justiça organizacional, e nas relações de mediação e moderação num único estudo, fornecendo um modelo que retrata uma cadeia de efeitos críticos. Para além deste contributo para o estado da arte, esta pesquisa estuda a perceção do suporte organizacional como antecedente da justiça organizacional e ainda chama a atenção para a necessidade de se contextualizar as investigações uma vez que em situações de crise económica e financeira e/ou numa economia periférica, algumas variáveis comportam-se de forma diferente e até antagónica ao que habitualmente encontramos descrito na literatura.
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Alaidarous, Saggaf A. "Motivation and leader-member-exchange theories applied to the General Authority of Civil Aviation in Saudi Arabia and their effect on employees' job performance". Thesis, University of Hull, 2015. http://hydra.hull.ac.uk/resources/hull:16511.
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Motivation and its effect on employees’ performance is a broad, interesting, and important issue particularly for Human Resources Management (HRM). Motivation is the power behind individuals’ actions. For organisations’ high performance and maximum productivity motivation, programmes should be efficiently utilized. Leader Member Exchange (LMX) which is employed as a mediator in this empirical study between employees' motivation and job performance has also its influence on employees' job performance. Researchers have investigated motivation and its effect on job performance and developed theories which indicate and reflect the importance of these topics to organisations. The General Authority of Civil Aviation (GACA) is the organization of concern in this study. GACA is a public sector organisation which is located in Saudi Arabia. It has about 2500 employees. A quantitative methodology was employed to collect data from GACA's employees where 480 questionnaires were administered to all sectors of GACA in the headquarters in Jeddah, of which 319 were usable to be analysed. Exploratory factor analysis was employed to purify the refine factors of the main constructs, followed by confirmatory factor analysis to verify the factors and determine the constructs' psychometric properties. The hypothesised relationships were tested by employing structural equation modelling based on partial least square procedures. Mediation effects were examined using the Sobel test. The findings indicate that factors were reliable, valid and consistent with the employed motivation and LMX theories. Details of the nineteen factors produced from the five constructs and four dimensions of the conceptual model Figure 3.2 are presented in chapters five and six. All but two hypotheses of this study were supported, the exceptions being (H4: Job security and LMX are positively related, and H8, Work environment and LMX are positively related) which were rejected, as the relationships were not significant. This implies that employees' motivation in its all different forms has strong influence on employees' job performance when properly implemented and utilized. However in regard to GACA, which is a public sector organisation, the respondents' responses suggest that employees are not influenced by the motivation system as there is strong concern about, for example, the opportunities for training and development courses, rewards, incentives, allowances, promotion, HRM practices, etc., which imply that reform is needed and consequently job performance is not high. In reform of the motivation system, the administration or top management should take a strategic approach that is factual, effective and efficient, which would reflect on HRM practices, human resource development, LMX and all related parties. This would structure and constitute a much better and more constructive work environment, conductive to high job performance.
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Osborne, Schrita. "Employee Engagement and Organizational Profitability". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3194.
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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.
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Cetrez, Zeynep y Dam Primo Van. "IN DIGITALIZATION WE TRUST ? : An exploration of the impact of digitalization on the trustworthiness of the leader in Dutch start-ups from the perspective of managers and employees". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-77098.
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This thesis examines what impact digitalization can have on the trustworthiness of the leader through the lens of managers and employees in Dutch start-ups. The study explores the intersection set of trust, leadership and digitalization. As there was no prior research on the research issue at hand, a model that incorporated a process of trust and its interaction with digitalization has been constructed by the authors. The model relied on previous research on models of the trust process and characteristics of digitalization in the light of leadership. First a theoretical framework is built through a literature survey. A qualitative inquiry through interviews was carried out in order to be able to analyze the trustworthiness of the leader. The objective of the authors during the research was to document how leaders and followers perceived a trustee (leader) in a trust process with digitalization involved. The analysis revealed that even though digitalization has pervaded our lives; its impact on the trustworthiness of the leader has remained limited so far. Empirical data from this research indicated that the impact of digitalization on the three attributes of trustworthiness of the trustee was the strongest: objectives and intentions, competence and integrity. There were also digitalization related implications that could be drawn from the accounts of the interviewees. Thesis findings contribute to a better understanding of the role of the leader in a trust process in digitalized organizational environments and encourage further research in the field of trust especially when digital technologies have become so pervasive in the work life.
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Berg, Emma y Josefine Kristiansson. "Organisationskultur och värdeord : Beskrivet utifrån ledar- och medarbetarperspektivet". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447546.
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Denna studie syftar till att undersöka hur ledare och medarbetare upplever och arbetar med organisationskultur och värdeord. Studien utgår från 10 semistrukturerade intervjuer med både ledare och medarbetare som berättar hur de definierar och arbetar med organisationskultur och värdeord. För att få en inblick i både ledarnas och medarbetarnas perspektiv analyseras intervjuerna dels med hjälp av Scheins modell, dels utifrån de förväntningar som finns på ledare och medarbetare. Resultatet och analysen visar att både ledare och medarbetare har en tydlig upplevelse av organisationens kultur. En skillnad är dock att ledarna har medvetenhet om hur de arbetar utifrån organisationskultur och värdeord, medan medarbetarna har svårt att förstå innebörden av värdeorden på grund av att den inte kommuniceras. Ledare, medarbetare, organisationskultur och värdeord hör samman, och det är först när både ledare och medarbetare förstår värdeorden och kan relatera till dem som en gemensam organisationskultur kan skapas.This study aims to investigate how leaders and employees experience and work with organizational culture and value statements. The study is based on 10 semi-structured interviews with both leaders and employees that describe how they define and work with organizational culture and values. To gain an insight into the perspectives of both leaders and employees, the interviews were analysed partly with the help of Schein's model, and partly based on the expectations that exist for leaders and employees. Results and analysis show that both leaders and employees have a clear experience of the organization's culture. The difference, however, is that the leaders are aware of how they can work based on organizational culture and value statements, while employees have difficulties understanding the meaning of the value statements, because it is not communicated. Leaders, employees, organizational culture, value statements and their values belong together, and it is only when both leaders and employees understand the value statements and can relate to them a united culture in the organization can be created.
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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.
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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.
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Costa, Jessica Laranjeira Flora da. "Determinantes da criatividade ecológica dos colaboradores : estudo de uma empresa portuguesa com certificação ambiental". Master's thesis, Instituto Superior de Economia e Gestão, 2021. http://hdl.handle.net/10400.5/21637.
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Mestrado em Gestão de Recursos HumanosAs abordagens à sustentabilidade ecológica das organizações sublinham a importância da Gestão de Recursos Humanos, demonstrando-se de que modo esta função pode contribuir estrategicamente para o desenvolvimento de uma filosofia green. A Criatividade Ecológica dos Colaboradores, fundamental à prossecução de objetivos de inovação no domínio ambiental, é especialmente relevante neste contexto. O objetivo deste estudo é contribuir para a literatura nesta área, identificando a Criatividade Ecológica dos Líderes como um antecedente do comportamento eco criativo dos colaboradores. Tendo por base o Modelo Componencial de Criatividade de Teresa Amabile, devidamente adaptado para o caso específico da Criatividade Ecológica, analisaram-se fatores contextuais (a Criatividade Ecológica do Líder) e intrapessoais (a Autoeficácia Criativa, a Autoeficácia Ecológica, a Paixão pela Ecologia) – fazendo-os corresponder aos elementos que compõem a teoria de Amabile. Em termos metodológicos, optou-se por aplicar um questionário numa empresa portuguesa da indústria do café e do chá com certificação ecológica. Os resultados, decorrentes de 146 respostas, mostram que a Criatividade Ecológica dos Líderes, enquanto elemento do contexto organizacional, determina a Criatividade Ecológica dos Colaboradores. Para além do efeito direto, confirma-se que a Criatividade Ecológica dos Líderes influencia positivamente um dos fatores intrapessoais essenciais à Criatividade Ecológica dos Colaboradores (a Autoeficácia Criativa), pelo que facilita indiretamente (numa lógica de mediação) a eco criatividade daqueles que lidera. Analisa-se ainda o efeito moderador da Identificação Pessoal com o Líder, que colabora na compreensão do fenómeno da Criatividade Ecológica dos Colaboradores.
Organisational approaches to sustainability underline the importance of Human Resource Management and demonstrate how this function is able to contribute strategically to the development of a green philosophy. Employees' Green Creativity is especially relevant in this context, as it is key for the pursuit of innovation objectives in the environmental sphere. This study aims to contribute to the literature in this matter by identifying Leaders' Green Creativity as an antecedent of employees' eco-creative behaviours. Grounded on Teresa Amabile’s Component Model of Creativity, duly adapted to the specific case of Green Creativity, this paper analyses the contextual (Leaders' Green Creativity) and intrapersonal factors (Employees' Creative Self-Efficacy, Employees' Green Self-Efficacy and Employees' Green Passion) and associates them with those elements that constitute Amabile’s theory. In terms of methodology, a survey was applied in a Portuguese company from the coffee and tea industry that has green certification. Based on a total of 146 responses, the results show that, as an element of the organisational context, Leaders' Green Creativity determines Employees' Green Creativity. In addition to the direct effect, the result also confirm that Leaders' Green Creativity positively influences one of the intrapersonal factors that is key for Employees' Green Creativity (Creative Self-Efficacy), by indirectly facilitating the eco-creativity of those they lead (in a mediation logic). The moderating effect of Personal Identification with the Leader is also analysed, which further contributes to the understanding the phenomenon of the Employees' Green Creativity.
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Beato, Alexandro. "Effective Strategies Employed by Retail Store Leaders to Reduce Employee Turnover". Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10278363.
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Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.
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Briere, Mathilde. "La déviance positive au service de la survie organisationnelle : analyse d’un concept et de ses déterminants Development of a scale measuring positive deviant behaviors Le rôle dela norme dans la performance individuelle des salariés: perspective de réductions des injonctions para-doxales organisationnelles Analysis of an integrative typologyof positive deviance: Exploratory study with a sample of French employees". Thesis, Paris Est, 2019. http://www.theses.fr/2019PESC0108.
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Le leadership pourrait à lui seul expliquer plus de 40% de la variance de la performance des organisations (Day & Lord, 1988). Cette statistique souligne l’importance à consacrer au leadership dans les organisations et explique, en partie, l’engouement actuel des cabinets de conseil sur les thématiques du leadership. Ce travail de recherche - débutant à l’automne 2016, en partenariat entre le cabinet Stimulus et le laboratoire LIPHA - s’inscrit dans cette double actualité économique et scientifique. Il a pour ambition de tester différentes stratégies de leadership sur la performance de l’organisation. Pour ce faire, ce projet de recherche s’articule autour de trois volets. Le premier volet aura pour finalité de réaliser un état des lieux complet des progrès de la recherche dans le domaine de la déviance positive. Le second volet s’intéressera à différentes formes de leadership qualifiées de positives et répondant à la crise des modèles de management traditionnels. Enfin le dernier volet aura pour ambition de tester ces différentes formes de leadership sur l’apparition de comportements positivement déviants permettant d’atteindre une performance organisationnelle exceptionnelleThe leadership alone could explain more than 40% of the variance of the performance of organizations (Day & Lord, 1988). This statistic highlights the importance to devote to leadership in organizations and explains, in part, the current interest of consulting firms on the themes of leadership. This research - beginning in fall 2016 in partnership between the consulting firm Stimulus and the laboratory LIPHA - reflects this dual economic and scientific news. It aims to test different leadership strategies on the performance of the organization. This research project is based on three components. The first component will aim to achieve a complete overview of the progress of research in the field of positive deviance. The second component will focus on different forms of skilled leadership and positive response to the crisis of traditional management models. Finally, the last component will aim to test these different forms of leadership on the occurrence of deviant behavior positively to achieve exceptional organizational performance
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Lyman, Scott R. "Union leaders' views of employee assistance programs". Diss., This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-08032007-102237/.
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Obi, Oke. "Influence of Leader Communication on Employee Motivation". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5389.
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Ineffective communication is a chief contributor to business leaders' ineffective leadership. The purpose of this multiple case study was to explore the communication strategies that 4 business leaders in the retail industry used to improve employee motivation. The business leaders, including owners and senior leadership from 3 organizations in the retail industry in the Baltimore-Washington Metropolitan Area, were purposefully selected for study participation. Transformational leadership theory shaped the conceptual framework of this study. Transformational leaders use effective communication to influence employee motivation positively. Data were collected from semistructured interviews with the business leaders, public reports, organization documents, and text message correspondences. Data analysis involved identifying reoccurring phenomena and coding meaningful and common keywords, phrases, and statements to form themes. Data analysis also involved triangulating information. Through data analysis, 5 themes emerged, including the following: respectful communication, 2-way communication, and charismatic communication. Business leaders' practice of effective communication strategies could contribute to social change by enhancing the well-being of employees, which might promote the improvement of economic conditions of individuals, families, and communities.
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Gholz, Eric L. "Exploring Strategies Leaders Use to Engage Employees". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6205.
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The purpose of this qualitative, single case study was to explore strategies that leaders used to engage employees. The conceptual framework for this study was Saks's multidimensional approach to employee engagement. Semistructured interviews were conducted with 5 leaders from an office design company in the midwestern region of the United States who had a minimum of 2 years of experience of engaging employees. Company archival documents related to employee engagement were also collected. Data analysis consisted of compiling the data, coding for emergent and a priori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. Seven themes emerged from data analysis: (a) communication, (b) employee involvement, (c) employee development, (d) top-down approach with manager buy in, (e) flexibility with time, (f) tailored strategies for different demographics, and (g) engagement with the workspace/environment. The implications of this study for positive change are that organizational leaders can incorporate these strategies to engage employees to achieve a competitive edge over competition. Engaged employees could benefit local communities and could have the flexibility to participate in community activities and foster positive social change.
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Epitropaki, Olga. "From ideal leaders to actual managers : a longitudinal study of implicit leadership theories, leader-member exchanges, transformational leadership and employee outcomes". Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.271000.
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Miller, Linda J. "Leader-Employee Relationship as an Antecedent to Employee Commitment Mediating Innovative Work Behavior". Thesis, Capella University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13422467.
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The focus of the qualitative case study was to understand how innovative work behavior was affected by leaders’ relationship with their employees to enhance job commitment in the grocery retail industry. Specifically, the research involved exploring how the leader and employee relationship can affect employee engagement as a mediator for innovative work behavior. Innovative work behavior is when an employee is generating and implementing useful ideas. The general business problem was that organizations in the grocery retail industry lack innovative work behaviors to meet the market demand for innovation and remain competitive. The study involved triangulating three data sources: open-ended, semistructured interview questions used with one-on-one interviews; a focus group; and public documents from the participating organization headquartered in the western United States. The central research question was as follows: How do grocery retail industry knowledge workers’ relationships with their leaders affect their commitment and ability to generate and implement ideas? Triangulating the data sources helped to better describe the dominant themes that answered the overarching central research question and indicated leadership style is a significant antecedent to employee engagement that can promote the generation and implementation of useful ideas leading to continuous innovation. High-quality leader-member exchanges that promote mutual respect and trust can stimulate employee engagement that may help the employee generate useful ideas and ways to implement these ideas. The unexpected findings were the trends and preferences revealed within generational groupings from all 11 study participants. Understanding the unique generational differences provides insight into leadership practices to promote innovative work behavior. The needs and wants expressed by the millennial participants indicated their leaders should be more of a coach and mentor. The Generation X and baby boomer participants were seeking more autonomy and resources to explore ideas. Future researchers could consider exploring a deeper understanding of the multigenerational knowledge workers’ needs and wants to help leaders stimulate employee engagement and increase innovative work behavior.
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Combs, Maryann L. (Maryann Lee) 1964. "Employee motivation : views of successful leaders". Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8892.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2001.Includes bibliographical references (leaf 44).
Businesses have an ever-increasing need to improve productivity and reduce costs, while maintaining or improving their quality and customer satisfaction. At the same time, employees have become more mobile and less likely to remain with a company for an extended period. Therefore, an understanding and focus on employee motivation factors is essential for leaders to successfully inspire their organizations. This thesis is an investigation into the subject of employee motivation. Literature research was conducted to gain a broad overview of the published theories on this subject. The core of the thesis, though is focused on interviews with senior successful leaders from a variety of industries. A number of techniques exist to inspire and motivate employees depending on the situation and the leader themselves. This thesis presents various situations and motivational aspects cited by these leaders. Even though there is variation in motivational attributes across situations, an analysis of the interviews also reveals items that are consistently found to be critical success factors. These factors include top leadership involvement, full engagement of employees, frequent communication, consistency of actions and communications, and the opportunity to learn. All leaders interested in inspiring their employees to achieve successful results are encouraged to think about their performance in relation to these attributes.
by Maryann L. Combs.
M.B.A.
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Easter, Shirley. "Employees Expectation from Leaders' Ethics in Decision Making". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6553.
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The presence of unethical behavior continues to plague the global business community, however, and its impact in the finance industry is widely thought to be having an even more devastating impact than ever before. Scholarly literature provides little understanding of what drives ethical decision making, or the processes involved and a little evidence that ethical standards have been developed as part of leadership decision making training in finance. The purpose of this qualitative single case study was to explore the drivers and processes in the development of training that supports ethical choices that leaders make in their decision-making role within the finance industry, as well as to understand what effects those decisions have on followers and on organizational culture. The research question examined the processes and training involved in ethical decision making in the field of finance. Rawls' justice as fairness theory provided the theoretical framework. The data were collected interviewing purposefully selected 7 directors and managers in the financial industry. The data were analyzed using a constant comparative approach and the development of vignettes based on Stake. The results showed that leaders were not able to make sound ethical decisions and the need for ethical standards. When these standards and values are compromised, leadership behaviors can affect organizational culture, as they tend to decrease commitment, performance and motivation of employees, while increasing absenteeism and turnover, thus adversely affecting company operations and incurring costs. The study results can have implications for social change through developing higher standards in ethics and adequate morale training.
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Ortman, Astrid. "Factors affecting trust in a remote leader – employee relationship". Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-19020.
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Background Globalization and technological progress have enabled working in a remote context. This is a common feature among actors providing Knowledge-Intense Business Services (KIBS) to companies and organizations, such as consultancy firms. Working in a remote context brings several leadership challenges, and trust is one of the most important ones to tackle. Aim The aim for this research is to investigate which factors affect the sense of trust a remote leader – employee relationship. As well as look at how they affect that sense. Methods The author chose a qualitative approach for this thesis with interviews as the source of information. Six people, whom all have a managerial position in Swedish consultant firms, were chosen for semi-structures interviews to open up for discussion and through this get a deeper understanding of the area. Results The factors affect the levels of trust in the relationship. They can also have impact on the type of trust that is perceived in the relationship. Conclusions The analysis of the interview show that all of the factors have an impact on, both each other, as well as trust. Which can lead to an increased or decreased sense of trust. In the case of decrease, or complete lack, of trust, the relationship between leader and employee can not go on.Bakgrund Globalisering och tekniska framsteg har möjliggjort arbete på distans. Detta är ett vanligt arbetssätt hos företag som arbetar med att tillhandahålla Kostnads-intensiva företagstjänster till andra företag och organisationer, exempelvis konsultfirmor. Detta arbetssätt för med sig flera utmaningar när det kommer till ledarskap, där tillit är en av de viktigaste att kunna hantera. Syfte Syftet med den här studien är att undersöka vilka faktorer som påverkar känslan av tillit i förhållandet chef – medarbetare. Samt att titta på hur dessa påverkar tilliten. Metod Författaren valde en kvalitativ ansats för studien med intervjuer som källa till information. Sex personer, som alla besitter chefspositioner på svenska konsultbolag, fick genomgå semistrukturerade intervjuer för att öppna upp till diskussion och på så sätt få en djupare förståelse kring ämnet. Resultat Faktorerna påverkar nivåerna av tillit i förhållandet. De kan också påverka vilken typ av tillit som framträder i förhållandet. Slutsatser Analysen visar att samtliga faktorer har inverkan, dels på varandra, och dels på tilliten. Vilket kan leda till en ökad eller minskad känsla av tillit. Vid minskad, eller helt saknad, tillit kan inte förhållandet mellan ledare och medarbetare fungera.
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Mendes, Fallen. "Positive organisation :|bthe role of leader behaviour in employee engagement and retention / Fallen Mendes". Thesis, North-West University, 2010. http://hdl.handle.net/10394/4784.
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Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed
acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave.
Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made.Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.
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Walton, Kenya Monica. "Strategies Investment Banking Leaders Use to Retain Frontline Employees". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7443.
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Banking leaders face the loss of profitability because of low employee retention in their organizations. Retention issues negatively affect business operations and market performance. The purpose of this multiple case study was to explore strategies that investment-banking leaders use to retain frontline employees. Herzberg's 2-factor theory was the conceptual framework for this study. Data were collected through semistructured interviews with 5 banking leaders in New York and through a review of company documents on retention strategies. The data were analyzed using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 themes that emerged from data analysis were career growth strategy, compensation strategy, and training and development strategy. The study findings indicated that banking leaders used career advancement, compensation, and training and development strategies to retain frontline employees. The implications of the study for positive social change include banking leaders' potential to reduce retention issues in organizations, lower unemployment rates, and improve the standard living in the communities they serve.
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Cornelius, Dimitra Patterson. "Law Enforcement Employees' Experiences of Skillful Recognition by Leaders". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2443.
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The performance of public agency employees and their management teams have long been subject to critical comments and public doubt. The purpose of this phenomenological study was to explore the experiences of police leaders and staff with regard to skillful recognition of excellent performance within the profession. Twenty law enforcement employees, including leaders, sworn officers, and nonuniformed civilian employees in southwestern North Carolina, consented to in-depth, semistructured interviews concerning their lived experiences. Leader-member exchange (LMX) theory was the conceptual framework for this study. A modified van Kaam analysis resulted in the identification of 5 significant, but broad, themes. The themes were: motivation, leadership, leader-employee communication, recognition, and leader-employee relationship. The responses of the participants that clustered within the themes provided unique insight based on the participants' experiences concerning the environment of an effective recognition program in law enforcement and the skills leaders use to encourage excellent performance. The emergent themes align with expectations in LMX theory and most of existing literature and current thought concerning employee recognition and the skills leaders need to master to be effective encouragers of excellent performance. Thus the findings support much of the existing body of research while adding insight into the unique environment of law enforcement. This study has the potential of contributing to positive social change because researchers and law enforcement leaders could gain valuable insights about how to encourage and recognize excellent performance. This in turn could contribute to more effective and courteous policing and, thus, better service to the community and the general public. Other types of public agency researchers and management teams could also learn from these insights, resulting in potentially broad benefits to society.
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Deskins, Dr Janet Lynn. "Effective Strategies Small Retail Leaders Use to Engage Employees". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4510.
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Research suggests that 70% of North American employees are disengaged in the workplace. Some small retail managers lack strategies for engaging employees. Using the employee engagement framework, the purpose of this descriptive case study was to explore successful strategies that small retail managers use to engage employees. The target population was small retail leaders, purposefully selected because of their success with engaging employees at an Orlando, Florida, company. Data collection was through face-to-face interviews with 5 leaders; and a review of archived organizational documents, including company memorandums, central email software, and online customer reviews through social media websites such as Google, Yelp, and Facebook posts. Data were analyzed using inductive coding of phrases and words from participant interviews, whereas secondary data were collected from participant memorandums, the company website, central email software, and online social media posts supporting the theme interpretation through methodological triangulation. The findings on these Orlando leaders revealed that supportive leaders improved employee engagement, direct communication improved employee engagement, and training improved employee performance. Improving employee engagement contributes to social change because small retail managers can use the findings to improve employee engagement through the implementation of effective strategies, direct communication, and training initiatives.
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GUO, Yang. "Transformational leadership for conflict management between leaders and employees". Digital Commons @ Lingnan University, 2011. https://commons.ln.edu.hk/mgt_etd/29.
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This study empirically investigates the dynamics and outcomes of leader-member conflict. It validates the values of cooperative conflict and damages of competitive conflict between leaders and employees, testing the effectiveness and universality of Deutsch's (1973) cooperation and competition theory. By bridging leadership and conflict management literature, it also identifies the role of transformational leadership in managing conflict effectively. Specifically, transformational leadership induces cooperative conflict and undermines competitive conflict between leaders and employees, which in turn increases task performance and leader effectiveness.
A total of 112 interviews were conducted in mainland China from 2010 to 2011. Results of structural equation modeling and other analyses support the proposed model that transformational leadership affects conflict management approaches (cooperative conflict management, competitive conflict management) that in turn influence outcomes (task performance, leader effectiveness). Our findings suggest practical implications that leaders and employees can benefit from well-managed conflict, and that leaders can use transformational values and skills to handle conflict successfully in organizations.
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Twyman-Abrams, Bont'e. "Strategies to Sustain Positive Leader-Employee Relationships to Increase Productivity". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3963.
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Senior executive leaders face ongoing challenges assessing whether their leadership teams have the competencies to respond to rapidly changing business conditions resulting from negative leader-employee interactions. The purpose of this qualitative single-unit case study was to explore strategies that team leaders at an online, for-profit high school education system located in Delaware, used to sustain positive leader-employee relationships to increase employee productivity. The population consisted of 5 current team leaders (faculty members and executives) at the study site who had experienced team member losses, yet had implemented effective strategies to sustain positive leader-employee relationships and increased employee productivity. The conceptual frameworks that grounded this doctoral study were path-goal and transformational leadership theories. Thematic analysis was used to analyze data collected through semistructured interviews, note taking, and company documents, with member checking implemented to validate the findings. Four themes emerged from the analysis: leadership styles and strategies, motivation, goal setting, and employee engagement and productivity. The implications for positive social change include the potential for top executives, stakeholders, and team leaders to increase the number of positive leader-employee relationships resulting in increased productivity, a favorable organizational reputation, and lower turnover rates, contributing to the financial stability and prosperity of not only employees but also communities and families.
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Hardin, Hilary S. "Organizational Leaders' Use of Distance Training| Employee Perception". Thesis, The Chicago School of Professional Psychology, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632725.
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Organizational leaders are increasingly implementing distance training for employees (McGuire & Gubbins, 2010) and it is not clear if employees perceive this training delivery approach to be an effective means of acquiring new skills. No current qualitative studies address the perceptions and experiences of employees in a distance training format. As a result of ten individual interviews seven themes and 17 sub-themes emerged during data analysis. The themes and sub themes represent the experiences of employees attending distance training including: (a) use of distance training, (b) benefits of training, (c) perceptions of training, (d) expectations of training, (e) training delivery format, (f) training techniques, and (g) technology. This qualitative case study confirmed there are a variety of perceptions among employees attending training in a distance training format. While this study contributes to the body of knowledge by increasing awareness of the common themes experienced by employees attending distance training more research is needed to further address the themes that emerged.
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Izard-Carroll, Michael D. "Public Sector Leaders' Strategies to Improve Employee Retention". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2157.
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The U.S. Department of Labor and Statistics consistently reports significant employee turnover in the public sector, including the federal, state, and local levels. High turnover results in compromised public goods and services provided to a community. The widespread nature of the problem and the scarcity of literature focusing on employee retention strategies in the public sector merited this case study. Public sector leaders from Western New York who had implemented employee retention strategies in a public organization comprised the population for the study. Cost-benefit theory, human capital theory, and social capital theory provided the conceptual context for developing and executing the study. A total of 7 public sector leaders participated in semistructured interviews, which provided the primary source of data. Data were open coded, resulting in themes of employee development, engagement and empowerment, and positive work experience. The results contribute to social change by identifying practical business strategies that leaders may use to improve retention in their respective organizations. Maintaining a well-qualified, dedicated public workforce may lead to improved government goods and services on which communities rely.
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Perev, Borislav. "Strategies Hospitality Leaders Use to Reduce Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6091.
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Employee turnover is a global problem with adverse effects on financial performance and sustainability of organizations. In the hospitality industry, employee turnover levels increased to 58.8%, and the associated cost of turnover may be more than 100% of an employee's yearly wage, with a total loss of over $25 billion a year. The purpose of this single case study was to explore strategies used by hospitality leaders in the southeastern United States to reduce employee turnover. The conceptual framework was the transformational leadership theory. Purposeful selection of participants included leaders with experience in developing and implementing strategies for reducing employee turnover. Data collection included face-to-face semistructured interviews with 8 organizational leaders and a review of declassified organizational documents. Data analysis included inductive coding and calculation of code frequency. Results indicated 3 themes: effective hiring process reduced employee turnover, supportive leadership decreased employee turnover, and continuous training and development reduced employee turnover. Reduced employee turnover may contribute to positive social change by saving organizations time, efforts, and resources, which organizational leaders may use to sustain growth and profitability and to improve the lives of their employees, their employees' families, and the communities in which they operate.
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Silva, Patricia Ann. "Midlevel Manager Strategies to Improve Employee Engagement in Small Businesses". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2761.
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The ability to improve employee engagement in small businesses is critical, not only to workers but also to midlevel managers who want to retain productive employees in the workplace. Supervisors who lack efficient managerial practices also risk decreases in productivity, profitability, and sustainability. The conceptual framework for this qualitative, exploratory single-case study was Kahn's theory of personal engagement and disengagement. The population consisted of 2 midlevel managers from a single, small, franchise company in metropolitan Alabama, both of whom used engagement practices, and managed at least 5 subordinates in the company. Data collected, analyzed, and triangulated were from semistructured interviews, direct observations, and a review of company documents. Coded interview responses aligned with the research question, conceptual framework, and emergent themes resulted in identifying successful engagement strategies that midlevel leaders to use. Two critical themes that emerged were management and communication. Supportive management behaviors and leader-member exchange yielded positive employee engagement and increased job performance and productivity. These results could be used to help midlevel managers develop strategies that improve employee enagagement and job performance. Social change implications included leaders developing new strategies that encourage positive relationships among top-level and midlevel leaders, lower level employees, and customers.
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SAUERBRONN, RAFFAELA MARIA RAMMELT. "HAPPIER AND FAIR?: EXPLAINING HOW AUTHENTIC LEADERS AFFECT EMPLOYEES ATTITUDES". PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=30634@1.
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Este estudo teve como objetivo analisar a influência da liderança autêntica sobre a presença afetiva do líder e sobre a percepção de justiça organizacional. Examinou também o papel da presença afetiva positiva do líder e da percepção de justiça organizacional como mecanismos mediadores da relação entre liderança autêntica e satisfação no trabalho. É um estudo de natureza quantitativa, buscou explorar o modelo e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objeto do estudo. A pesquisa foi realizada em uma sociedade de economia mista do setor bancário brasileiro e contou com uma amostra de 193 funcionários. Os resultados indicam que há uma relação direta entre a liderança autêntica e a presença afetiva do líder, assim como entre a liderança autêntica e a percepção de justiça organizacional. A relação direta entre a presença afetiva positiva do líder e a percepção de justiça organizacional também foi verificada. Além disso, foi observado que a presença afetiva positiva do líder e a percepção de justiça organizacional parecem ser caminhos relevantes por meio dos quais os líderes autênticos poderiam alcançar uma maior satisfação dos funcionários com o trabalho. Relações positivas entre a satisfação no trabalho e a intenção dos funcionários de permanecer na organização e na equipe na qual trabalham também foram encontradas.This study intended to analyze the influence of authentic leadership on leader s affective presence and on the perception of organizational justice. It has been also examined the role of leader s positive affective presence and the perception of organizational justice as mediating mechanisms of the relationship between authentic leadership and job satisfaction. It is a quantitative study and multiple regressions were performed considering different dependent variables to explore the model and analyze the proposed hypothesis. The survey was conducted in a state owned company of the Brazilian banking sector and had a sample of 193 employees. The results pointed out that there is a direct relationship between authentic leadership and leader affective presence, as well as between authentic leadership and the perception of organizational justice. The direct relationship between leader s positive affective presence and perception of organizational justice was also verified. In addition, it has been observed that leader s positive affective presence and perception of organizational justice seem to be relevant paths for authentic leaders to achieve a better level of job satisfaction. A positive relationship between job satisfaction and employees intention to stay working at the organization and in the same team have also been found.
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Collier, Erik Samuel. "Clarifying leader-member exhange theory: Examining the role of leader active listening and justice perceptions". CSUSB ScholarWorks, 2011. https://scholarworks.lib.csusb.edu/etd-project/3319.
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This study examines leader-member exchange (LMX) theory and presents a framework to better predict work outcomes of job satisfaction and organizational commitment by introducing organizational justice perceptions as a mediating construct and leader active listening as a moderating construct.
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Åsforsen, Linda, Hanna Oldengård y Caroline Nilsson. "Leader – Employee Exchange : A review of trust and relationships at IVT". Thesis, Jönköping University, JIBS, Business Administration, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-10387.
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Hayden, Colleen Marie. "Measuring leader-level engagement: Addressing the gap in employee engagement research". Wright State University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=wright1575283306094234.
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Frick, Sarah E. "Why Does Coaching Work? An Examination of Inputs and Process Variables in an Employee Coaching Program". Scholar Commons, 2019. https://scholarcommons.usf.edu/etd/7789.
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The efficacy of leadership coaching to improve leader and organizational outcomes cannot be overstated. However, a thorough understanding of some of the inputs and process variables involved in coaching has not been empirically established to date. To address this issue in the leader development and coaching literature, I examined the characteristics of the coaches and the coachees and their relationships with two relational variables potentially involved in coaching relationships (i.e., leader-member exchange and trust). The importance of leadership to work outcomes and leader development is highlighted, followed by a discussion of the specific leader development technique of coaching. The discussion then moves to the relational variables of interest involved in coaching, namely leader-member exchange (LMX) and trust, drawing from research on team and leadership phenomena. Specific inputs (e.g., coach and coachee characteristics) and their impacts on the relationships of interest are discussed. This work focuses on hypotheses in three streams of research: characteristics of coaches and coachees, LMX, and trust. The findings from this research indicate that a coach's experience, specifically operationalized as the activities he or she has experience in, positively predicts LMX, and self-efficacy positively predicts LMX and trust in the coaching relationships. The theoretical and practical implications of this project are noted.