Employees develop exchange relationships both with organizations and immediate superiors, as evidenced by research on perceived organizational support (POS) leader-member (LMX), respectively. Despite conceptual similarities between these two constructs, theoretical development has proceeded independently. In an attempt to integrate literatures, we developed tested a model of the antecedents consequences POS LMX, based social theory. Results indicated that LMX have unique are differentially...

A model integrating competing theories of social capital with research on career success was developed and tested in a sample 448 employees various occupations organizations. Social conceptualized terms network structure resources. Results structural equation modeling showed that related to resources the effects were fully mediated by three benefits: access information, resources, sponsorship.

Social exchange (P. Blau, 1964) and the norm of reciprocity (A. W. Gouldner, 1960) have been used to explain relationship perceived organizational support leader-member with employee attitudes behavior. Recent empirical research suggests that individuals engage in different reciprocation efforts depending on partner (e.g., B. L. McNeely & M. Meglino, 1994). The purpose present study was further investigate these relationships by examining relative contribution indicators...

A field study involving 190 employees in 38 work groups representing five diverse organizations provided evidence that social networks, as defined terms of both positive and negative relations, are related to individual group performance. As hypothesized, job performance was positively centrality advice networks negatively hindrance composed relationships tending thwart task behaviors. Hindrance network density significantly

Whether Leader-Member Exchange (LMX) is a unidimensional or multidimensional construct was assessed through the development and validation of measure. Item analysis involving 302 working students, followed by criterion-related using 249 employees representing two organizations resulted in LMX scale. The results provided support for affect, loyalty, contribution dimensions identified Dienesch Liden (1986), as well fourth dimension, professional respect.

Following a review of literature on the leader-member exchange model leadership, model's methodological and theoretical problems are discussed. First, it is argued that multidimensional construct should be measured accordingly. Second, noted developmental process has not been fully explicated. In addressing these problems, three dimensional conceptualization proposed presented.

Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors’ included 247 studies, containing 290 samples, 21 16 LMX quality. Results indicated that while leader behaviors perceptions, follower characteristics, interpersonal relationship contextual variables represent significant groups antecedents, explained most variance Moderator analyses revealed...

A field investigation of 337 employees and their immediate superiors tested the mediating role empowerment in relations between job characteristics, leader-member exchange (LMX), team-member (TMX), work outcomes. The meaning competence dimensions mediated relation characteristics satisfaction. dimension also organizational commitment. Contrary to prediction, did not mediate LMX, TMX, outcome variables. Rather, LMX TMX were directly related In addition, was performance. These findings suggest...

The authors investigated the first 6 months that 166 newly hired employees and their immediate supervisors worked together. Expectations, perceived similarity, liking, demographic performance were examined as determinants of leader-member exchanges (LMXs). Leader member expectations each other assessed in 5 days life dyad predicted LMXs at 2 weeks following 1st day dyads' existence. Member leaders also months. Following nearly same pattern, similarity liking from both leaders'and members'...

The validity of the Vertical Dyad Linkage model leadership was tested under conditions differing substantially from those investigated in past research on model. In over 90 percent un...

In a sample of 961 employees working in 71 restaurants moderately sized restaurant chain, we investigated key tenet servant leadership theory—that leaders guide followers to emulate the leader's behavior by prioritizing needs others above their own. We developed and tested model contending that propagate behaviors among creating serving culture, which directly influences unit (i.e., restaurant/store) performance enhances individual attitudes through mediating influence individuals'...

Theory supporting the key premise of leader-member exchange (LMX) approach to leadership, that leaders differentiate between subordinates, has not been fully developed. We address this deficiency by (a) returning LMX research its historical roots in processes introducing a framework for understanding relationship quality is based on reciprocity, and (b) extending traditional domain beyond formal leader-subordinate order offer more complete explanation differentiation process. employ insights...

We tested a model proposing that subordinates' impression management behavior influences performance ratings through supervisors' liking of and perceived similarity to subordinates. measured imp...

We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample 120 work groups consisting 834 employees who represented six different organizations. LMX was defined as degree variability in quality relationships formed within groups. Hierarchical Linear Modeling (HLM) results did not indicate support for main effect performance. Rather, demonstrated that moderated relation between performance, such increases were accompanied by...

Integrating theories of self-regulation with team and leadership literatures, this study investigated goal process clarity servant as 3 antecedents potency subsequent effectiveness, operationalized performance organizational citizenship behavior. Our sample 304 employees represented 71 teams in 5 banks. Results showed that team-level well served Furthermore, we found moderated the relationships between both potency, such positive were stronger presence leadership.

We develop and test a model of the relational antecedents members' influence in organizations that is based on an integration leader-member exchange (LMX) social network perspectives individuals organizations. focus how relationships between LMX centrality advice depend two factors: extent to which members share ties with their leaders organization's trust network, we define as sponsorship, network. Our seeks explain sponsorship leaders' shape gain by virtue networks. Longitudinal data...

Based on Turner's (1960) contest- and sponsored-mobility systems, a comprehensive model of the determinants career success was examined. Human capital motivational variables represented contest-mobility system whereas leader–member exchange supervisor mentoring system. Results based data from 245 supervisor–subordinate dyads indicated limited support for strong Interestingly, two forms sponsorship were differentially related to outcomes. Specifically, positively salary progression,...

This study examines antecedents and behavioral outcomes of employees' perceptions organizational support for development. We first propose that past participation in formal developmental activities experience with relationships positively relate to their then perceived career opportunity within the organization moderates relationship between development employee performance turnover. Using a sample 264 exempt-level employees supervisors, we found training classes, leader-member exchange,...