Disengaged employees are a threat to a company's survival in a highly competitive world. Despite employee engagement benefits, the mediation of interactions between leaders and followers and the specific drivers of engagement remain poorly understood. This correlational study was grounded on leader member exchange (LMX) theory and examined the relationship between 2 dimensions of LMX (perceived contribution and professional respect) and employee engagement. In this study, 68 manufacturing employees from the southern region of the United States responded to 2 surveys to measure the LMX dimensions and the level of employee engagement. Using multiple regression analysis, the existence of a positive correlation, p < .001 and R2= .277, was demonstrated, which explained 28% of the variation in engagement. This research may serve as a roadmap for studying additional variables and providing workable tools for developing strategies to improve engagement in the workplace. The results of this study might contribute to positive social change by helping managers develop strategies to engage employees and reduce turnover, by improving the sense of stability for employees and their families, and by helping companies become more competitive and generate new jobs.

Despite regulatory efforts of the Occupational Safety and Health Administration (OSHA), 104 cases of nonfatal occupational illnesses and injuries (OIIs) per 10,000 full-time workers required time away from work in 2015. Although OII rates in private and public sectors are high, the rates among state and local government agencies were over 50% higher than private sector rates in 2015, especially in the healthcare industry. OIIs can lead to reduced organizational productivity and performance. Guided by the leader member exchange theory (LMXT) and risk homeostasis theory (RHT), the purpose of this single case study was to explore effective strategies that supervisors in a government agency in the mid-Atlantic region of the United States use to reduce OIIs. Data were collected from face-to-face semistructured interviews with 8 purposefully selected supervisors who had reduced OIIs and the review of company documents. Data were analyzed using inductive coding of phrases, word frequency searches, and theme identification. Four themes emerged: managing employee risk-taking behaviors reduced OIIs, communicating the importance of safety with employees decreased OIIs, having high-quality relationships with employees reduced and mitigated OIIs, and continuous education and training reduced OIIs. Both the LMXT and RHT were essential in exploring the role that education and training played in reducing OIIs. Findings may provide government agencies with valuable information that may lead to a healthier and safer work environment, increased productivity and profitability, and healthier lifestyles inside and outside of the workplace.

Interactions such as task assignments and communications between supervisors and subordinates have unintended negative consequences on subordinates such as alienation of subordinates that are not members of the 'in' group. These relations are determined by the quality of the leader-member exchange (LMX) between supervisor and subordinate. The purpose of this study was to examine the impact of supervisor-subordinate exchange on state government employees by understanding the essence of these exchanges in state government agencies. The theoretical foundation of this phenomenological study was Graen and Uhl-Bien's conceptualization of LMX. Data were collected through 12 semi structured interviews with subordinates from the North Carolina Motor Vehicle Driver's License Section. This group of employees from the NC DMV were selected because of the geographical convenience to conduct interviews with participants. Supervisors were not interviewed for this study because the focus was the perceived effect on the employees' performance, motivation, and attitudes. The data were coded and analyzed using a modified Stevick-Colaizzi-Keen method. The results of this study supported that supervisor-subordinate exchanges can influence subsequent behaviors in government employees. This study may have future policy implications in that the results can be used to influence new policy or revise current policies concerning supervisor training within local, state, and federal government agencies. Organizations that comprehend how and why supervisor-subordinate exchanges impact them can revise training for both management and employees, improve communication and relationship skills, and reduce negative effects from these exchanges to promote positive social change.

Leader-member exchange (LMX) differentiation, the extent to which the leader forms different quality exchange relationships with group members, is the fundamental premise of LMX theory. The present study tests whether, why, and when LMX differentiation increases group outcomes. More specifically, I suggest a dual perspective model of LMX differentiation and group effectiveness, which includes both leaders' and members' perspectives on LMX differentiation. To explicate the effects of leader- and member-rated LMX differentiation on group effectiveness, I delineate two group processes (task and socio-emotional processes) to link LMX differentiation to two aspects of group effectiveness (group performance and group viability). I propose that leader-rated LMX differentiation increases group performance via task group processes (group role clarity and group coordination) whereas member-rated LMX differentiation decreases group viability via socio-emotional processes (relationship conflict and group potency). Furthermore, I propose moderators (distributed expertise, leader-leader exchange, leader prototypicality, and group power distance) suggesting when leader-rated LMX differentiation relates to task group processes more strongly and positively, and when member-rated LMX differentiation relates to socio-emotional group processes less strongly and negatively. Survey data, based on the US and South Korean employees working in 57 teams, were collected from three different sources (group leaders, members, and upper-level managers) at two points in time (with 3-month time lag). Results revealed three important findings: (a) leader-rated LMX differentiation is positively correlated with group role clarity, group coordination, and group potency and negatively correlated with relationship conflict, (b) group mean member LMX and group mean leader LMX were more robustly, positively related to most group process and effectiveness variables, and (c) leader prototypicality moderates the relationship between member-rated LMX differentiation and relationship conflict such that the negative relationship is significant only when members perceptions of leader prototypicality was high. The present study contributes to the LMX and team leadership literature by (a) providing a theoretical framework of a dual perspective to understand the LMX differentiation-group effectiveness relationship at the group level, (b) providing empirical evidence showing that leader-rated LMX differentiation is positively related to some group processes although these relationships were not significant when controlling for group mean LMX, (c) finding that the leaders' and members' perspectives on LMX differentiation are not highly correlated, and (d) emphasizing the role of leader prototypicality in understanding the effect of member-rated LMX differentiation at the group level. Based upon these findings, I suggest future research directions such as ways to improve measurement and operationalization of LMX differentiation, development of a theoretical model explaining the low level of LMX agreement between members and leaders, and examining LMX differentiation in broader contexts (e.g., HR systems or strategy and cultural contexts).

<p>Att delegera ansvar till sina medarbetare är närmast självklart i det moderna ledarskapet. Detta har lett till ett ökat behov av tillit mellan ledare och medarbetare. I en väl fungerande ledar-medarbetar-relation har medarbetarens tro på sin förmåga i arbetet – arbetsrelaterad self-efficacy – visat sig vara viktig. I föreliggande studie var syftet att undersöka betydelsen av medarbetarens arbetsrelaterade self-efficacy för ledarens tillitsintention. Avsikten var också att jämföra denna med betydelsen av medarbetarens objektiva kompetens, vilken traditionellt framhållits som viktig i tillitsbedömningar, samt medarbetarens kön. Deltagarna bestod av 44 ledare från ett industriföretag samt 28 ledare från ett vårdföretag. Resultatet visade en stark huvudeffekt av medarbetarens arbetsrelaterade self-efficacy. Detta talar för vikten av att investera i medarbetarnas personliga utveckling.</p>

Att delegera ansvar till sina medarbetare är närmast självklart i det moderna ledarskapet. Detta har lett till ett ökat behov av tillit mellan ledare och medarbetare. I en väl fungerande ledar-medarbetar-relation har medarbetarens tro på sin förmåga i arbetet – arbetsrelaterad self-efficacy – visat sig vara viktig. I föreliggande studie var syftet att undersöka betydelsen av medarbetarens arbetsrelaterade self-efficacy för ledarens tillitsintention. Avsikten var också att jämföra denna med betydelsen av medarbetarens objektiva kompetens, vilken traditionellt framhållits som viktig i tillitsbedömningar, samt medarbetarens kön. Deltagarna bestod av 44 ledare från ett industriföretag samt 28 ledare från ett vårdföretag. Resultatet visade en stark huvudeffekt av medarbetarens arbetsrelaterade self-efficacy. Detta talar för vikten av att investera i medarbetarnas personliga utveckling.

ABSTRACT Title: A Study of Impact of Leader-Member Exchange and Organizational Justice on Employee¡¦s Behavior- A case study of officers of correction institution Affiliation: Institute of Human Resource Management of National Sun Yat-sen University Student: Chia Ching Chang Advisor: Jin Feng Uen Jail management in Taiwan has changed into correctional education from punishment-oriented system with the development of human rights and humanistic education since last century. This year (2010), Chairperson of Department of Correction, Xian-Zhange Wu, conveyed his vision of ¡§building and shaping prison culture to open gate of new hope and set examples of correction work¡¨ having been active in cultivating correction officers of all levels in an attempt to ¡§manage prison with a human face¡¨ on the basis of respect and care. Correction offices, in addition to monitoring, are expected show love and respect because they are in the front line of managing inmates. In such a unique working environment, they are expected to not only fulfill social expectation but re-educate the inmates. Their increased responsibility and hostile but caring role are worthy of investigation. Different leadership styles give rise to various team and workplace climates which result in distinct team performances. With growing responsibility, maintaining positive relationship with colleagues encourages officers to carry out duties more faithfully and improves organizational citizenship behavior as well. Besides, inmates¡¦ emotion, the priority of correction institution, will be relatively stable. This virtuous cycle, based on love and the vision of humanistic prison, will be realized. This study investigated the impact of leader-member exchange theory on organizational justice and employees¡¦ behavior. Subjects were drawn from 12 correction institutions. Pre-test was conducted in 6 institutions to examine the validity and reliability of the questionnaire. 1281 copies were delivered and 951 retrieved with valid 716 copies. The valid response rate was 75%. We used SPSS to test proposed hypotheses. Results are as follow: leader-member exchange is positive to organizational justice and to citizenship behavior; organizational justice in correction institution has partial influence on citizenship behavior; organizational justice has only intervening effect on leader-member exchange and on citizenship behavior. Recommendations and management implication of the study hopefully will benefit the intended institution. Keyword: Leader-member Exchange Theory, Organizational Justice, Organizational Citizenship Behavior, Job Search Behavior

The purpose of this study aimed at investigating the relations among Perceived Organizational Support (POS), Leader-Member Exchange (LMX), Service-Oriented Organizational Citizenship Behavior (OCBs) and Service Climate in Taiwan¡¦s convenience stores. The samples of this research are from one of main four convenience stores in Taiwan. Questionnaires were sent to 720 people for survey and a total of 612 responses were received. After checking for completeness, 582 responses were valid date. The data was analyzed by factor analysis, reliability analysis, and measured by LISREL model to examine the relationship among the constructs. The major result of this study is as following: 1. Perceived organizational support and leader-member exchange has positive effect on service-oriented organizational citizenship behaviors. 2. Service climate has positive effect on service-oriented organizational citizenship behaviors. 3. Perceived organizational support and service climate moderate positively service-oriented organizational citizenship behaviors. 4. Leader-member exchange and service climate don¡¦t moderate positively on service-oriented organizational citizenship behaviors.

Organisations of today demand efficiency, rationality and personal sacrifice to achieve company goals and profit margins. The integral part that leader relations play in organisations is becoming more evident in the current economic climate. It is therefore vital that organisations focus on good relations in order to achieve engagement, resulting in lower levels of turnover intention. Organisations can be viewed as positive when leaders focus on the importance of people to enhance performance and employee wellness. The general objective of this study was to determine the relationship between leader member-exchange, role clarity, psychological empowerment, engagement and turnover intention. A specific financial institution within the Gauteng province was selected and regional managers, branch managers and consultants participated in the research. A cross-sectional survey design was used to collect data. The Leader-Member Exchange questionnaire, Role Conflict and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Engagement Questionnaire and Intention to- leave Scale were administered. Statistical analysis was carried out by means of SPSS and AMOS. Factor analysis indicated a one factor structure for LMX7, MRCAQ, WEQ, TIS and a four factors structure for MEQ. The scales all showed acceptable reliabilities. The results showed that LMX, role clarity, psychological empowerment, work engagement, and turnover intention were related. Role clarity mediated the relationship between LMX and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2011

Organisations of today demand efficiency, rationality and personal sacrifice to achieve company goals and profit margins. The integral part that leader relations play in organisations is becoming more evident in the current economic climate. It is therefore vital that organisations focus on good relations in order to achieve engagement, resulting in lower levels of turnover intention. Organisations can be viewed as positive when leaders focus on the importance of people to enhance performance and employee wellness. The general objective of this study was to determine the relationship between leader member-exchange, role clarity, psychological empowerment, engagement and turnover intention. A specific financial institution within the Gauteng province was selected and regional managers, branch managers and consultants participated in the research. A cross-sectional survey design was used to collect data. The Leader-Member Exchange questionnaire, Role Conflict and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Engagement Questionnaire and Intention to- leave Scale were administered. Statistical analysis was carried out by means of SPSS and AMOS. Factor analysis indicated a one factor structure for LMX7, MRCAQ, WEQ, TIS and a four factors structure for MEQ. The scales all showed acceptable reliabilities. The results showed that LMX, role clarity, psychological empowerment, work engagement, and turnover intention were related. Role clarity mediated the relationship between LMX and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2011