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Leader-member social exchange

Gukdo Byun, Ye Dai, Soojin Lee, Seungwan Kang
Based on social exchange theory, this study examines the influence of leaders' trusting behavior and competence in in-role activities on members' perceived leader-member exchange (LMX) relationships. Our study proposes that a leader's trust in a member contributes to the member's perceived LMX, and that the leader's competence in in-role activities moderates this relationship. Furthermore, our study suggests that perceived LMX mediates the relationship between the leader's trust and members' task performance...
January 1, 2017: Psychological Reports
Robert G Lord, David V Day, Stephen J Zaccaro, Bruce J Avolio, Alice H Eagly
Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership...
March 2017: Journal of Applied Psychology
Margareth S Zanchetta, Susanne Edwards, Bukola Salami, Eunice Osino, Lina Yu, Oluwafunmbi Babalola, Linda Cooper
Members of a nursing research cluster realized that they needed to determine whether, given their diverse philosophies, they could formulate a collective research agenda responding to an administrative recommendation. The cluster's leaders conducted an appraisal of the role and importance of trust as an element for promoting collaboration in a nursing research cluster and for building a collective social identity. The Social Exchange Theory framed the appraisal. A survey and a facilitation session about trust in research partnerships were conducted with eight female nursing researchers/faculty...
2016: Nursing Leadership
Guo-Hua Huang, Ned Wellman, Susan J Ashford, Cynthia Lee, Li Wang
This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing on social exchange theory and the theory of moral disengagement, we propose that job insecurity increases workplace deviance and intentions to leave by encouraging employees to morally disengage. We further propose that the strength of the positive association between job insecurity, moral disengagement, and these outcomes is contingent upon 2 aspects of the situation-employees' perceived employment opportunities outside the organization and the quality of the exchange relationship they have developed with their supervisors (leader-member exchange, or LMX)...
January 2017: Journal of Applied Psychology
Prajya R Vidyarthi, Satvir Singh, Berrin Erdogan, Anjali Chaudhry, Richard Posthuma, Smriti Anand
The authors extend i-deals theory to an individual-within-a-team context. Drawing upon social comparison theory, they contend that individuals will react to their own i-deals within the context of group members' i-deals. Therefore, they examine the role of relative i-deals (an individual's i-deals relative to the team's average) in relation to employee performance. Furthermore, integrating social comparison theory with social identity theory the authors assert that the behavioral outcomes of relative i-deals are influenced by the team's social and structural attributes of team orientation and task interdependence...
November 2016: Journal of Applied Psychology
Alessandro Ancarani, Carmela Di Mauro, Maria D Giammanco
BACKGROUND: Safety climate is considered beneficial to the improvement of hospital safety outcomes. Nevertheless, the relations between two of its key constituents, namely those stemming from leader-subordinate relations and coworker support for safety, are still to be fully ascertained. PURPOSE: This article uses the theoretical lens of Social Exchange Theory to study the joint impact of leader-member exchange in the safety sphere and coworker support for safety on safety-related behavior at the hospital ward level...
June 27, 2016: Health Care Management Review
Julie M McCarthy, John P Trougakos, Bonnie Hayden Cheng
In this article, we draw from Conservation of Resources Theory to advance and test a framework which predicts that emotional exhaustion plays an explanatory role underlying the relation between workplace anxiety and job performance. Further, we draw from social exchange theories to predict that leader-member exchange and coworker exchange will mitigate the harmful effects of anxiety on job performance. Findings across a 3-wave study of police officers supported our model. Emotional exhaustion mediated the link between workplace anxiety and job performance, over and above the effect of cognitive interference...
February 2016: Journal of Applied Psychology
Bradley P Owens, Wayne E Baker, Dana McDaniel Sumpter, Kim S Cameron
Energy is emerging as a topic of importance to organizations, yet we have little understanding of how energy can be useful at an interpersonal level toward achieving workplace goals. We present the results of 4 studies aimed at developing, validating, and testing the relational energy construct. In Study 1, we report qualitative insights from 64 individuals about the experience and functioning of relational energy in the workplace. Study 2 draws from 3 employee samples to conduct exploratory and confirmatory factor analyses on a measure of relational energy, differentiating relational energy from related constructs...
January 2016: Journal of Applied Psychology
Frank M Schneider, Michaela Maier, Sara Lovrekovic, Andrea Retzbach
The Perceived Leadership Communication Questionnaire (PLCQ) is a short, reliable, and valid instrument for measuring leadership communication from both perspectives of the leader and the follower. Drawing on a communication-based approach to leadership and following a theoretical framework of interpersonal communication processes in organizations, this article describes the development and validation of a one-dimensional 6-item scale in four studies (total N = 604). Results from Study 1 and 2 provide evidence for the internal consistency and factorial validity of the PLCQ's self-rating version (PLCQ-SR)-a version for measuring how leaders perceive their own communication with their followers...
January 2015: Journal of Psychology
Martine Morin, Paul Grand'Maison, Eduardo Henderson, Julio Vignolo
BACKGROUND: The World Health Organization advocates for faculties of medicine to orient health professional education toward the needs of the populations graduates are to serve and to include a greater emphasis on primary health care. It was in this framework that in 2007, the Faculty of Medicine and Health Sciences at the Université de Sherbrooke (FMHS-UdeS) in Canada and the Facultad de Medicina de la Universidad de la Republica (FMUdelaR) in Montevideo, Uruguay developed a comprehensive collaboration to sustain the development of family medicine in both universities through education, practice and research...
May 2014: Education for Health: Change in Training & Practice
Russell A Matthews, Tatiana H Toumbeva
In the present study, grounded in organizational support and social exchange theory, the dynamic lagged interplay between family supportive supervision (FSS), family supportive organization perceptions (FSOP), perceived organizational support (POS), and leader-member exchange (LMX) was examined. Data were collected from 435 respondents over 3 time points with 6-week lags between assessments. Consistent with theory, FSS had a significant lagged effect on FSOP, whereas the reverse relationship was not supported...
July 2015: Journal of Occupational Health Psychology
Yvonne Brunetto, Kate Shacklock, Stephen Teo, Rod Farr-Wharton, Silvia Nelson
AIM: To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. BACKGROUND: The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. METHODS: Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011...
November 2015: Journal of Nursing Management
Ivana Konvalinka, Markus Bauer, Carsten Stahlhut, Lars Kai Hansen, Andreas Roepstorff, Chris D Frith
Successful social interactions rely upon the abilities of two or more people to mutually exchange information in real-time, while simultaneously adapting to one another. The neural basis of social cognition has mostly been investigated in isolated individuals, and more recently using two-person paradigms to quantify the neuronal dynamics underlying social interaction. While several studies have shown the relevance of understanding complementary and mutually adaptive processes, the neural mechanisms underlying such coordinative behavioral patterns during joint action remain largely unknown...
July 1, 2014: NeuroImage
Núria Tordera, Vicente González-Romá
Leader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. Recently, the concept of LMX differentiation has been introduced into the theory to extend research from the dyadic to the group level. The present paper uses a longitudinal design to analyze the moderator role of LMX differentiation in the relationship between mean LMX and innovation climate in a sample of 24 healthcare teams...
2013: Spanish Journal of Psychology
Amy Snow Landa, Carl Elliott
A growing number of doctors in the United States are joining online professional networks that cater exclusively to licensed physicians. The most popular are Sermo, with more than 135,000 members, and Doximity, with more than 100,000. Both companies claim to offer a valuable service by enabling doctors to "connect" in a secure online environment. But their business models raise ethical concerns. The sites generate revenue by selling access to their large networks of physician-users to clients that include global pharmaceutical companies, market research and consulting firms, and hedge funds and other investors...
2013: Journal of Law, Medicine & Ethics: a Journal of the American Society of Law, Medicine & Ethics
Sahiti Myneni, Nathan K Cobb, Trevor Cohen
Unhealthy behaviors increase individual health risks and are a socioeconomic burden. Harnessing social influence is perceived as fundamental for interventions to influence health-related behaviors. However, the mechanisms through which social influence occurs are poorly understood. Online social networks provide the opportunity to understand these mechanisms as they digitally archive communication between members. In this paper, we present a methodology for content-based social network analysis, combining qualitative coding, automated text analysis, and formal network analysis such that network structure is determined by the content of messages exchanged between members...
2013: Studies in Health Technology and Informatics
Herman H M Tse, Catherine K Lam, Sandra A Lawrence, Xu Huang
According to balance theory (Heider, 1958), when 2 coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the 3 parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LMX on the interpersonal interactions between coworkers. Using data from 2 independent studies, the results of social relations analyses show that (a) actual (dis)similarity in LMX between Coworkers A and B increases Coworker A's feelings of contempt for Coworker B and decreases Coworker A's perception of help received from Coworker B (Study 1); (b) Coworker A is more likely to experience contempt for Coworker B when Coworker A perceives that he/she has a higher or lower level of LMX compared to Coworker B than when Coworker A perceives that his/her level of LMX is similar to Coworker B's (Study 2); and (c) these relationships only hold true for employees with a high social comparison orientation (SCO) in both Studies 1 and 2...
November 2013: Journal of Applied Psychology
Jeroen Trybou, Paul Gemmel, Yarrid Pauwels, Charlene Henninck, Els Clays
AIM: The aim of this study was to examine the relations between perceived organizational support, the quality of leader-member exchange, in-role and extra-role behaviour, professional identification and organizational identification among registered nurses and nurse assistants. BACKGROUND: Theoretically, employees will reciprocate received beneficial treatment with positive attitudes and behaviour. Recently, it has been shown that this principle may be more complex than originally anticipated...
February 2014: Journal of Advanced Nursing
Jeroen Trybou, Kaat De Pourcq, Michel Paeshuyse, Paul Gemmel
AIM: The purpose of this study was to test the norm of reciprocity by examining relationships between perceived organisational support (POS), the quality of leader-member exchange (LMX) and psychological contract breach (PCB) and important nurse retention factors identified in the literature. BACKGROUND: A major cause of turnover among nurses is related to unsatisfying workplaces. Previous research, mainly outside the nursing setting, found that social exchange affects employees' work-related attitudes...
July 2014: Journal of Nursing Management
Wu Liu, Subrahmaniam Tangirala, Rangaraj Ramanujam
We investigated how employees can, simultaneously, speak up to leaders at different levels of the organizational hierarchy. In particular, we examined 2 targets of employees' upward voice on work-related issues: the direct leader (i.e., the supervisor) and the skip-level leader (i.e., supervisor's boss). Drawing on emerging research on the socially embedded nature of leader-member exchanges and using data from 237 employees and their direct and skip-level leaders, we found that the choice of a particular leader as a target was affected by the quality of the dyadic relationship between that leader and the employee...
September 2013: Journal of Applied Psychology
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