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Leader-member Exchange (leader-member + exchange)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting66%

Selected Abstracts

WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

PERSONNEL PSYCHOLOGY, Issue 2 2004
BERRIN ERDOGAN
We hypothesized that leader-member exchange (LMX) and perceived organizational support (POS) would each interact with work value congruence in relation to intrinsic career success. In a sample of 520 teachers from 30 high schools in Turkey, we found that work value congruence was positively related to job and career satisfaction when POS was low but not related to job and career satisfaction when POS was high. Similarly, work value congruence was positively related to career satisfaction when LMX was low but not related when LMX was high. The results contribute to the POS, LMX, and person-organization fit literatures by demonstrating the compensatory nature of LMX and POS for low value congruence in its relation to job and career satisfaction. [source]

Leader-member exchange, differentiation, and task interdependence: implications for individual and group performance

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2006
Robert C. Liden
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation on individual performance. Rather, the results demonstrated that LMX moderated the relation between LMX differentiation and individual performance, such that increases in LMX differentiation were accompanied by increases in individual performance for low LMX members, but no change in individual performance for high LMX members. At the group level, there was not a main effect for LMX differentiation on group performance. However, the hierarchical regression results revealed that the relation between LMX differentiation and group performance was moderated by task interdependence, such that for groups high in task interdependence, the greater the differentiation among group members, the higher the performance of the group. Conversely, for groups with relatively lower levels of task interdependence, differentiation among subordinates was not related to group performance. Finally, LMX differentiation was positively related to group performance in groups with a low LMX median, but was not related to performance in groups with a high LMX median. Copyright © 2006 John Wiley & Sons, Ltd. [source]

The comparative roles of home and host supervisors in the expatriate experience

HUMAN RESOURCE MANAGEMENT, Issue 1 2009
George S. Benson
Abstract This study investigates the impact of home and host supervisors on expatriate success. Using survey and archival data on 206 expatriates of a large U.S. professional services firm, we hypothesize that high-quality leader-member exchange (LMX) relationships with home and host supervisors have different outcomes. Relationships with host-country supervisors have greater influence on in-country and short-term outcomes, including adjustment and intentions to complete the assignment. Home-country supervisors, on the other hand, have a greater influence over expatriates' subjective fit with their jobs and longer-term perceptions of how the overseas assignment will impact their career. Using a separate survey of home and host supervisors at the same firm, we found that one reason that home and host supervisors infl uence expatriates differently may be because home supervisors are more likely to see professional development as a goal for expatriate assignments. © 2009 Wiley Periodicals, Inc. [source]

Community college supervisors and their subordinates: A quantitative investigation of personality temperament and leader-member exchange

JOURNAL OF LEADERSHIP STUDIES, Issue 2 2010
Tacy Holliday
Community college leadership is facing a crisis fueled by leaders retiring and student enrollment that outpaces budget growth. The purpose of this study was to better understand the leadership dynamics of community college supervisors and direct subordinates by examining the relationship bgetween leader-member exchange (LMX) and personality temperament. Data from the Supervisor Leader-Member Exchange Multidimensional Model (SLMX-MDM) survey was used to determine LMX total within four subscales: affect, loyalty, contribution, and professional respect. Participants' temperaments were determined by the Keirsey Temperament Sorter II (KTS-II). Research questions focused on whether differences in LMX existed among groups of supervisor,subordinate dyads that were categorized according to temperament similarity: 1) identical temperament (e.g., both supervisor and subordinate are SJ), 2) one letter (e.g., SP and SJ), or 3) no letters in common (e.g., NF and SP). The 50 participating dyads were selected through proportionate stratified sampling. Results from one-way ANOVAs showed significant differences among groups with respect to total LMX, contribution, and professional respect. [source]

The influence of work-family culture and workplace relationships on work interference with family: a multilevel model

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2008
Debra A. Major
This research tested a multilevel model examining the influence of work-family culture and supportive workplace relationships on work interference with family. Web-based survey data were provided by 792 information technology employees from 10 organizations. Random coefficient modeling was used to test a path model examining the relationships between work-family culture, leader-member exchange (LMX), coworker support, and work interference with family. The direct effects of LMX and coworker support on work interference with family were significant. The indirect effect of work-family culture on work interference with family was also significant. Results demonstrate the value of work-family culture in understanding supportive supervisory and coworker relationships and work interference with family and highlight the need to employ multilevel models to understand these relationships. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Leader-member exchange, differentiation, and task interdependence: implications for individual and group performance

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2006
Robert C. Liden
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation on individual performance. Rather, the results demonstrated that LMX moderated the relation between LMX differentiation and individual performance, such that increases in LMX differentiation were accompanied by increases in individual performance for low LMX members, but no change in individual performance for high LMX members. At the group level, there was not a main effect for LMX differentiation on group performance. However, the hierarchical regression results revealed that the relation between LMX differentiation and group performance was moderated by task interdependence, such that for groups high in task interdependence, the greater the differentiation among group members, the higher the performance of the group. Conversely, for groups with relatively lower levels of task interdependence, differentiation among subordinates was not related to group performance. Finally, LMX differentiation was positively related to group performance in groups with a low LMX median, but was not related to performance in groups with a high LMX median. Copyright © 2006 John Wiley & Sons, Ltd. [source]

WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

PERSONNEL PSYCHOLOGY, Issue 2 2004
BERRIN ERDOGAN
We hypothesized that leader-member exchange (LMX) and perceived organizational support (POS) would each interact with work value congruence in relation to intrinsic career success. In a sample of 520 teachers from 30 high schools in Turkey, we found that work value congruence was positively related to job and career satisfaction when POS was low but not related to job and career satisfaction when POS was high. Similarly, work value congruence was positively related to career satisfaction when LMX was low but not related when LMX was high. The results contribute to the POS, LMX, and person-organization fit literatures by demonstrating the compensatory nature of LMX and POS for low value congruence in its relation to job and career satisfaction. [source]

SOURCES OF SUPPORT AND EXPATRIATE PERFORMANCE: THE MEDIATING ROLE OF EXPATRIATE ADJUSTMENT

PERSONNEL PSYCHOLOGY, Issue 1 2001
MARIA L. KRAIMER
This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader-member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it was expected that expatriate adjustment would influence expatriate task performance and contextual performance. The model was tested using a sample of 213 expatriate-supervisor dyads via structural equation modeling. The results indicated that POS had direct effects on expatriate adjustment, which in turn had direct effects on both dimensions of performance. Although LMX did not influence adjustment, it did have direct effects on expatriate task and contextual performance. Spousal support did not relate to adjustment or performance. Practical implications for facilitating expatriate adjustment and performance are discussed. [source]