Business Commons^™

Resolving The Telecommuting Paradox: Does Leader-Member Exchange Matter?, Ajay R. Ponnapalli

FIU Electronic Theses and Dissertations

Prior theorizing about telecommuting has proposed the possibility of a telecommuting paradox (Gajendran & Harrison, 2007), which refers to a set of mutually incompatible consequences that telecommuting has for employees. On one hand, a key theme in managerial and scholarly writings on telecommuting is that it provides employees with greater flexibility and discretion over where, when, and how work is completed. According to this view, telecommuting leads to greater autonomy and this in turn is linked to beneficial outcomes including greater job satisfaction, intentions to stay, and better job performance. On the other hand, some researchers and the popular press …

The Moderating Effects Of Neuroticism And Psychological Contract Incongruence On The Relationship Between Perceived Organizational Support, Perceived Supervisor Support, And Affective Commitment, Gail M. Hansen

FIU Electronic Theses and Dissertations

The nonexperimental study (N = 279) investigated the moderating effect of the trait neuroticism and psychological contract incongruence on perceptions about the organization, supervisor, and level of affective commitment. Using Qualtrics, a survey battery was administered to supervisors who had completed leadership training at a single institution of higher education located in southern Florida, USA.

The findings of the present study provided new insights into the neuroticism scale items, suggesting that depression might be a hidden factor in more than half of the population. Another finding demonstrated that few individuals attribute a psychological contract breach to an honest misunderstanding. …

Examining The Effects Of Lmx Differentiation And Leaders' Relationships With Key Members On Teams: A Social Networks Approach, Chen Wang

FIU Electronic Theses and Dissertations

A key assumption in the leader-member exchange (LMX) literature is that leaders struggle with developing and maintaining high-quality exchange relationships with all of their members. As a natural consequence, leaders typically develop high-quality relationships with a select few of their followers while maintaining formal and distant relationships with others. Such differentiated relationships in teams may have negative consequences, and this dissertation examines how LMX differentiation impacts team performance by creating task and relationship conflict. Furthermore, this dissertation advances theory on LMX differentiation by arguing that not all kinds of differentiation are the same. Specifically, drawing from the literature on social …