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Articles 1 - 9 of 9
Full-Text Articles in Psychology
Development And Validation Of The Employee-Supervisor Attachment Scale, Johnny Doherty
Development And Validation Of The Employee-Supervisor Attachment Scale, Johnny Doherty
Electronic Theses, Projects, and Dissertations
Attachment theory and its connection to the workplace, as well as leader-member exchange (LMX) research, is reviewed before discussing strategies used for developing and validating the Employee-Supervisor Attachment (E-SA) scale. Analyses focused on an internal and external validation strategy. Study 1 consisted of item revisions from the Experiences in Close Relationships-Short scale (ECR-S) and SME ratings to develop the E-SA scale as well as a preliminary Exploratory Factorial Analysis to verify factor structure. Likewise, Study 2 tested the retained items to confirm factor structure, within a new sample, before assessing regressions between E-SA and relevant outcome variables. Furthermore, this project …
Linking Leader Member Exchange (Lmx) And Happiness At Work Through Symbolic Interaction Theory, Faisal Qamar, Syed Mir Muhammad Shah, Shuaib Ahmed, Yasir Mansoor Kundi
Linking Leader Member Exchange (Lmx) And Happiness At Work Through Symbolic Interaction Theory, Faisal Qamar, Syed Mir Muhammad Shah, Shuaib Ahmed, Yasir Mansoor Kundi
3rd IBA SBS International Conference 2024
Drawing on symbolic interaction theory, present study tests LMX and employee happiness at work with mediation of self-esteem and moderation of organizational embeddedness. Authors collected data from FMCG companies from Pakistan that comprised 124 employees. Findings suggest significant relationship between LMX and happiness at work. Follower self-esteem significantly mediated LMX and happiness at work, and organizational embeddedness moderated between LMX and happiness at work. Findings are instrumental for organizational practitioners. Organizational leaders should consider quality LMX interactions with their employees in prevailing global crises. It will improve relationship with team members and boost their self-esteem resulting in happiness at work. …
Leader-Member Exchange, Sarah Stepanek, Megan Paul
Leader-Member Exchange, Sarah Stepanek, Megan Paul
Umbrella Summaries
What is LMX? Leader-member exchange (LMX) refers to the quality of relationship exchange formed between a leader and their subordinate (Gerstner & Day, 1997). Note that in this context, leaders may include supervisors, not just upper-level leaders such as managers or administrators. LMX theory is based on the idea that leaders develop unique relationships with each follower, and the quality of this relationship then has the power to influence various attitudes and behaviors (Illies et al., 2007). Whereas most leadership theories focus entirely on the role that a leader plays, LMX differs in that it emphasizes the dyadic nature of …
Change From The Middle: A Grounded Theory Approach On Middle Manager-Initiated Organizational Change From A Southeast Asian Context, Marcial Orlando A. Balgos Jr, Emerald Jay D. Ilac
Change From The Middle: A Grounded Theory Approach On Middle Manager-Initiated Organizational Change From A Southeast Asian Context, Marcial Orlando A. Balgos Jr, Emerald Jay D. Ilac
Psychology Department Faculty Publications
Prior studies on the strategic influencing done by middle managers emphasized on a unidirectional sensemaking and failed to explore how middle managers utilized discursive capabilities in engaging stakeholders in change projects. To forward this, we used the Leader-Member Exchange (LMX) theory as embedded within the power distant cultural norms of Philippine society. Using the LMX model as frame, we aimed to understand how middle managers position and navigate themselves to promote change upward in the organizational hierarchy. Respondents for this study were middle managers in small or mid- sized companies reporting to a business unit with subordinates working under them. …
Leader-Member Exchange As A Predictor Of Leaders’ Positive Work Outcomes: A Field Study, Matthew Jason Shaffer
Leader-Member Exchange As A Predictor Of Leaders’ Positive Work Outcomes: A Field Study, Matthew Jason Shaffer
Doctoral Dissertations
Prior research found that the quality of the working relationships between leaders and their followers, or Leader-Member Exchange (LMX) quality in leader-member dyads, predicts positive work outcomes for followers, including job satisfaction, engagement, and performance. Though leaders might be expected to receive similar benefits from high quality LMX with their followers, almost no published, empirical research to-date has reported benefits of LMX for leaders. The current study tested the relationships of LMX and positive work outcomes for leaders among middle managers and their direct supervisees in a large manufacturing company. Hypotheses predicted that average leader-rated LMX and average follower-rated LMX …
When Do Subordinates Commit To Their Supervisors? Different Effects Of Perceived Supervisor Integrity And Support On Chinese And American Employees, Chi-Ying Cheng, Ding-Yu Jiang, Bor-Shiuan Cheng, Jean H. Riley, Chin-Kang Jen
When Do Subordinates Commit To Their Supervisors? Different Effects Of Perceived Supervisor Integrity And Support On Chinese And American Employees, Chi-Ying Cheng, Ding-Yu Jiang, Bor-Shiuan Cheng, Jean H. Riley, Chin-Kang Jen
Research Collection School of Social Sciences
While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader–member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for …
Effects Of Leader Relationship Quality (Lmx), Supervisor Support, And Upward Influence In National Science Foundation Industry /University Cooperative Research Centers, Janet L. Bryant
Psychology Theses & Dissertations
The Industry/University Cooperative Research Center (I/UCRC) is a type of partnership between industries and universities supported by the National Science Foundation. These partnerships enable the transfer of leading-edge technology developed in universities to industrial firms. Leadership plays a powerful role in the success of these research partnerships by creating an environment that is conducive to innovation. Directors of I/UCRCs must be able to successfully lead upward, that is, develop and maintain strong relationships with the university administrators to whom they report, to obtain the necessary support to sustain the center and foster innovation. This study uses leader-member exchange (LMX) theory …
An Examination Of The Curvilinear Relationship Between Leader-Member Exchange And Intent To Turnover
An Examination Of The Curvilinear Relationship Between Leader-Member Exchange And Intent To Turnover
L. A. Witt
No abstract provided.
The Impact Of Leader-Member Exchange On Communication Type, Frequency, And Performance Ratings
The Impact Of Leader-Member Exchange On Communication Type, Frequency, And Performance Ratings
L. A. Witt
No abstract provided.