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Full-Text Articles in Business
Leader–Member Exchange And Its Dimensions: Effects Of Self-Effort And Other’S Effort On Relationship Quality, John Maslyn, Mary Uhl-Bien
Leader–Member Exchange And Its Dimensions: Effects Of Self-Effort And Other’S Effort On Relationship Quality, John Maslyn, Mary Uhl-Bien
Department of Management: Faculty Publications
Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth effort into relationship development. One’s own higher effort coupled with lower effort by the other was associated with a lower quality LMX relationship. Examination of the 4 dimensions of LMX (R. C. Liden & J. M. Maslyn, 1998) revealed …
Leadership In Complex Organizations, Russ Marion, Mary Uhl-Bien
Leadership In Complex Organizations, Russ Marion, Mary Uhl-Bien
Department of Management: Faculty Publications
This paper asks how complexity theory informs the role of leadership in organizations. Complexity theory is a science of complexly interacting systems; it explores the nature of interaction and adaptation in such systems and how they influence such things as emergence, innovation, and fitness. We argue that complexity theory focuses leadership efforts on behaviors that enable organizational effectiveness, as opposed to determining or guiding effectiveness. Complexity science broadens conceptualizations of leadership from perspectives that are heavily invested in psychology and social psychology (e.g., human relations models) to include processes for managing dynamic systems and interconnectivity. We develop a definition of …
Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans
Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for performance and then compared the effects of O.B. Mod.- administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance (performance increase = 37% vs. 11%) and also had stronger effects on performance than social recognition (24%) and performance feedback (20%).