No description available.

No description available.

No description available.

No description available.

Both leader-member exchange (LMX) and organizational justice have commanded a great deal of attention in organizational research. Despite this attention, these two research areas are seldom integrated for examination. This dissertation aimed at helping to integrate these two areas and extend them to a higher level of analysis. Two models were developed at the individual- and group-levels of analysis. In the individual-level model, LMX quality was hypothesized to interact with role breadth self-efficacy (RBSE) and two group characteristics — LMX differentiation and intra-group communication — to impact justice perceptions. It was further hypothesized that justice perceptions would mediate the association between LMX quality and various individual outcomes. In the group-level model, it was hypothesized that LMX differentiation would impact justice climate strength in groups which in turn would affect group-level outcomes. Moreover, justice climate strength was hypothesized to impact these group-level outcomes through two group processes — relationship conflict and team-member exchange (TMX). Data collected from 413 members constituting 87 groups in a corps of cadets revealed that LMX quality interacted with RBSE, LMX differentiation, and intra-group communication to affect procedural and interactional justice perceptions. In addition, distributive, procedural, and interactional justice perceptions partially mediated the impact of LMX quality on group members' commitment to the leader, satisfaction with the leader, job performance, and citizenship behaviors to different degrees. When extended to the group-level of analysis, LMX differentiation in groups was found to lower the strength of distributive, procedural, and interactional justice climates in the groups. These weak justice climates promoted more relationship conflict and hindered social exchange among group members. They also dampened group members' commitment to the group, satisfaction with the group, group performance, and citizenship behaviors in the group. Contributions, practical implications, and future directions for research on LMX and organizational justice are discussed. / Ph. D.

The purpose of the following study was to investigate the role of interpersonal congruence between leaders' and followers' implicit theories of leadership (ILTs) and followership (IFTs) in both partners' perspectives of the leader-follower relationship. While most literature focuses on assessments of the leader-member exchange (LMX) relationship, this study examined perceived support, identification with one's partner, and contribution to the relationship, in addition to LMX. Congruence between self-views and interpersonal congruence on implicit theories was examined as moderators of these relationships, such that the strength of these relationships was predicted to increase as self-views aligned more highly with implicit theories. Data from 103 independent pairs of full-time working adults (across an organizational sample as well as varied workforce snowball sample) were analyzed using eight manifest path models. Leader ILT -- follower ILT congruence significantly and positive predicted leader-rated LMX and perceived support, but not identification and contribution. Leader IFT -- follower IFT congruence significantly and positive predicted follower-rated LMX and perceived support, but not identification and contribution. The results of this study suggest expectations are meaningful predictors of both partner's assessments of multiple relationship-oriented outcome variables, but only with regard to perceptions of outcomes from the perspective of one's dyadic partner. / Ph. D.

Because cognitive categories associated with the evaluation of a working relationship are stable at times, yet dynamic under specific conditions, understanding leader-member exchange (LMX) and identifying cognitive correlates associated with exchange quality is perplexing (Foti, Knee & Backert, 2008). The purpose of this study was to investigate how congruence between a leader's and follower's leader and follower prototypes affects the quality of the leader-member exchange relationship as assessed by each partner in the dyadic pair. Leaders and followers in 68 dyadic pairs performed a series of tasks in a laboratory setting. Multiple assessments of liking and trust for each other, as well as LMX quality from their perspective were made. Congruence on leader prototypes significantly predicted follower assessed LMX; followers' liking and trust for leaders fully mediated this relationship. In addition, congruence on follower prototypes significantly predicted leader assessed LMX; leaders' liking for followers fully mediated this relationship. These results emphasize the reciprocal nature of LMX relationships. Practical implications of having high quality LMX include, but are not limited to, higher satisfaction and commitment, less conflict, and higher performance ratings. / Master of Science

No description available.

Tidigare forskning om ledarskap ger en bild av vilken ledarskapsstil som ger bäst resultat för organisationen och mest positiv effekt för följaren. Denna studie undersökte hur några av de vanligaste ledarskapsstilarna, Transformativt, Transaktionellt samt Leader-Member Exchange (LMX), skattades av följarna. Ett formulär med fyra fiktiva chefsbeskrivningar användes för kvantitativ datainsamling, där Transformativt ledarskap och låg nivå av LMX skattades högst. Att låg nivå av LMX skattades högre än hög nivå går mot vad tidigare forskning säger är den bästa approachen sett till prestation för organisationen och följarna. Kulturella skäl till detta motsatta resultat för LMX diskuteras. / The existing research in leadership has explored which style of leadership that generates the best results for the organization and has the most positive effect for the follower. This study looked at some of the most common leadership styles, Transformative, Transactional and Leader-Member Exchange (LMX), and how they were rated by the followers. A form containing four fictitious manager descriptions were used. The result showed that transformative leadership and low level of LMX were rated highest. The fact that low level of LMX was rated higher than high level contradicts existing research claims. Cultural differences are suggested to account for the different rating of LMX in this research.

The purpose of this study is to increase the understanding of leader and follower exchange-relationships when work is conducted remotely, as well as the creation and development of such relationships. The study focuses on remote work in the form of full-time and hybrid solutions, which have become more common for many organizations. The theoretical framework of the study includes theories about remote work, leader-member-exchange, and followership. To conduct the study the authors used a qualitative research method with multiple case studies and semi-structured interviews. The respondents of the study consisted of four leaders and four followers.  The results of the study indicate that reduced physical contact and interaction in remote work pose challenges to leaders and followers in their previous abilities to create and develop qualitative exchange relationships. Furthermore, leaders and followers establish exchange relationships through daily conversations and meetings via digital platforms. These relationships develop through common factors such as social identity, self-categorization, social categorization, human capital, social capital and personal attributes. Similarities in these factors contribute favorably to the creation of high-quality exchange relationships between leaders and followers. Remote work has brought forth new factors critical to developing high-quality exchange relationships, and both leaders and followers have different perspectives on remote work. Leaders find it challenging to lead and support their followers, while followers on the other hand don't think that their job tasks have been significantly affected. / Syftet med denna undersökning är att öka förståelsen för ledare och följares utbytesrelationer när arbetet sker på distans, samt skapandet och utvecklandet av utbytesrelationer. Studien fokuserar på distansarbete i form av heltids- och hybridlösningar, arbetsformer som har blivit vanligare för allt fler organisationer. Studiens teoretiska referensram innehåller teorier om distansarbete, leader-member-exchange och följarskap. För att genomföra studien använde författarna en kvalitativ forskningsmetod med flerfallstudier och semistrukturerade intervjuer. Respondenterna i studien bestod av fyra ledare och fyra följare. Resultaten från studien visar att den minskade fysiska kontakten och interaktionen vid distansarbete utmanar ledare och följares tidigare förmågor att skapa och utveckla utbytesrelationer. Respondenterna skapar utbytesrelationer genom dagliga samtal och möten via digitala plattformar. Utbytesrelationerna utvecklas genom gemensamma faktorer som social identitet, självkategorisering, social kategorisering, humankapital, socialt kapital och personliga egenskaper. Där likheter i ovanstående faktorer fördelaktigare bidrar till skapandet av högkvalitativa utbytesrelationer mellan ledare och följare. Vidare har distansarbete medfört att nya faktorer är kritiska för att utveckla högkvalitativa utbytesrelationer, samt att både ledare och följare har olika syn på distansarbete. Ledare upplever det svårt att leda och stödja följarna, medan följarna å andra sidan anser att deras arbetsuppgifter inte påverkats särskilt mycket.