Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.

Doctor of Philosophy / Department of Psychology / Clive Fullagar / This dissertation investigated the relationship between a low-quality leader-member exchange (LMX) relationship and whether participants felt they were bullied at work. The study looked at retaliatory behavior as an outcome of experiencing bullying behavior. The study investigated whether ostracism would mediate the effect between LMX and workplace bullying and whether social support would moderate the relationship between workplace bullying and retaliatory behavior. The sample was comprised of 209 participants who were either employed by Kansas State University or were taking classes as non-traditional students at Kansas State University. The study sample was demographically 49.76% female and 50.24% male. The survey was administered using K-State’s on-line AXIO survey system, which ensured confidentiality and accurate data entry. The study found that a low-quality LMX relationship predicted workplace bullying and workplace bullying behavior predicted retaliatory behavior. Ostracism did not mediate the relationship between a low-quality LMX relationship and workplace bullying behavior, but social support did have moderating effects between workplace bullying behavior and retaliatory behavior. The moderated effects of social support showed a buffering effect for men with coworker support and an increase in retaliatory behavior for women for all forms of social support. The results are discussed in the context of understanding how organizational leadership can reduce the negative effects of workplace bullying behavior.

Employee disengagement creates an unhealthy working environment. Disengagement rates among Las Vegas hospitality industry organizations led to dissatisfaction among employees and resulted in low productivity and profitability. This qualitative descriptive study involved exploring employee engagement strategies that hospitality industry supervisors and managers used to implement programs, thereby solving the employee engagement problems of their organizations. The conceptual framework for the study was leader-member exchange theory. Twenty participants with 5 or more years of Las Vegas hospitality experience who had already successfully implemented engagement programs answered open-ended questions in semistructured interviews. Company documents constituted an additional data source. Analyzing the data involved triangulation using multiple data sources in identifying themes such as interaction effects of employee engagement programs on employees, mutual respect between leaders and subordinates, and organizational benefits. Better engagement could lead to positive social change through increased job satisfaction and improved customer service, thereby engendering increased social interactions among members of the local community. The former could reduce stress and contribute to the quality of life of community members including the families of the workers.- The latter could lead to greater profits for the employers, thus potentially increasing the tax base in the community.

Small group leadership self-efficacy is conceptualized as an individual’s degree of confidence in his/her ability to successfully assume a leadership role in a small group. The task specificity of self-efficacy and the conceptualization of leadership as context bound informs the need for a small group leadership self-efficacy measure that is a superior operationalization of the specified construct than extant measures of leadership self-efficacy in the context of small group leadership. Consequently, the purposes of this study were: (a) to develop a psychometrically sound self-report measure of small group leadership self-efficacy and establish its underlying structure through factor analytic procedures, and (b) to present preliminary validity evidence for the measure. In order to develop a representative item pool for the posited small group leadership self-efficacy dimensions, relevant theory was reviewed and extant literature was surveyed, with special attention to factor analytic studies. Using the data of 568 undergraduate students collected online, Study 1 investigated the factor structure of the initial 101-item measure. This resulted in the refinement and reduction of the initial measure to a 32-item measure, consisting of 5 dimensions. However, in Study 2, factor analyzing data collected from 296 undergraduate students who completed only the 32 items retained in Study 1 and the item-to-category sorts of 7 independent judges resulted in the confirmation of a second-order small group leadership self-efficacy factor structure with 2 dimensions (initiating structure and consideration) consisting of 23 items that best captured the content domain of the construct. The final 23-item measure of small group leadership self-efficacy was embedded into a nomological network where its relationships with four variables of interest was tested and results revealed that previous small group leadership experience, valence of previous small group leadership experience, and subjective vitality are correlates of small group leadership self-efficacy. The results of the present work have both theoretical and practical implications. An outcome of this study is a psychometrically sound measure of small group leadership self-efficacy which has the potential for high utility in both applied and scientific settings. These implications as well as possible directions for future research are identified and discussed.

Submitted by Gabriela Jardim (gjardimr@gmail.com) on 2015-01-09T11:58:15Z No. of bitstreams: 1 Jardim, Gabriela - MPGI Thesis 2014_vfinal.pdf: 2582430 bytes, checksum: 93f5f732dfbf216376486c08eaef4ec6 (MD5) / Rejected by Luana Rodrigues (luana.rodrigues@fgv.br), reason: Bom dia Gabriela, Por gentileza, faça as seguintes alterações na dissertação e poste novamente: 1 - Coloque seu nome completo nas páginas iniciais da dissertação. 2 - A sua área de concentração é: ECONOMIA E FINANÇAS INTERNACIONAIS Qualquer dúvida, estou a disposição. Att, Luana de Assis Rodrigues Cursos de Pós-Graduação – Post Graduate Program (55 11) 3799-3492 SRA - Secretaria de Registros Acadêmicos on 2015-01-09T12:52:22Z (GMT) / Submitted by Gabriela Jardim (gjardimr@gmail.com) on 2015-01-09T13:26:32Z No. of bitstreams: 1 Jardim, Gabriela - MPGI Thesis 2014_vfinal.pdf: 2582467 bytes, checksum: 22a4723a106720bc4a52592549c3da24 (MD5) / Rejected by Luana Rodrigues (luana.rodrigues@fgv.br), reason: Olá Gabriela, Faltou alterar o campo de conhecimento na folha de assinaturas. Por favor, mude a informação para que ambas estejam iguais. O restante está correto. Obrigada. Atenciosamente, Luana de Assis Rodrigues Cursos de Pós-Graduação – Post Graduate Program (55 11) 3799-3492 SRA - Secretaria de Registros Acadêmicos on 2015-01-09T13:44:04Z (GMT) / Submitted by Gabriela Jardim (gjardimr@gmail.com) on 2015-01-09T13:52:07Z No. of bitstreams: 1 Jardim, Gabriela - MPGI Thesis 2014_vfinal.pdf: 2582457 bytes, checksum: d4aad56a5e9a03f1c8758ca8d5bcf0c1 (MD5) / Approved for entry into archive by Luana Rodrigues (luana.rodrigues@fgv.br) on 2015-01-09T13:53:25Z (GMT) No. of bitstreams: 1 Jardim, Gabriela - MPGI Thesis 2014_vfinal.pdf: 2582457 bytes, checksum: d4aad56a5e9a03f1c8758ca8d5bcf0c1 (MD5) / Made available in DSpace on 2015-01-09T16:59:44Z (GMT). No. of bitstreams: 1 Jardim, Gabriela - MPGI Thesis 2014_vfinal.pdf: 2582457 bytes, checksum: d4aad56a5e9a03f1c8758ca8d5bcf0c1 (MD5) Previous issue date: 2014-12-15 / From 2000, China’s internationalization process intensified and highlighted cultural differences against Western perspectives. One of those is the divergence in management and leadership practices. Based on a literature review of mote than 234 articles published in journals with an impact factor higher than 1.0, this dissertation identifies how scholars define leadership in China from 2000 until today. The findings can be divided into three groups: Western Theories’ perspective, Eastern Theories’ perspective and Blended Theories’ Perspective wherein cross-cultural studies and transformational leadership dominated the perspectives adopted by researches and were included in the Western Theories’ perspective. In the Eastern Theories’ perspective, Confucianism and Guanxi were the most cited. While in the Blended perspective, Confucianism and Guanxi were blended with several Western Theories. Therefore, even though there is this local culture, the most adopted perspective by international journals and scholars to look and analyze leadership in China is the cross-cultural studies’ and the transformational leadership approach. / A partir do ano de 2000, o processo de internacionalização da China se intensificou e tornou ainda mais visível as diferenças culturais diante das perspectivas Ocidentais. Uma delas é a divergência entre as práticas de gestão e liderança. Baseada em uma revisão de literatura de 234 artigos publicados em periódicos com fator de impacto acima de 1.0, esta dissertação identifica como estudiosos definem liderança na China desde 2000 até hoje. Os resultados podem ser divididos em três grupos: perspectiva das Teorias Ocidentais, perspectiva das Teorias Orientais e perspectiva teorias combinadas onde os Estudos Interculturais e a Liderança Transformacional dominaram as perspectivas adotadas pelos pesquisadores (estes incluídos no grupo de perspectiva das Teorias Ocidentais). Na perspectiva das Teorias Orientais, o Confucionismo e o Guanxi foram os mais citados. Enquanto na perspectiva das Teorias Combinadas, Confucionismo e o Guanxi foram misturados com várias Teorias Ocidentais. Portanto, embora haja uma forte cultura local, a perspectiva mais adotada pelos periódicos internacionais e estudiosos para olhar a e analisar a liderança na China foram os Estudos Interculturais e a Liderança Transformacional.

Submitted by Liliane Furtado (lilianempf@gmail.com) on 2017-01-16T14:52:37Z No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2017-01-17T13:12:04Z (GMT) No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5) / Made available in DSpace on 2017-01-25T13:15:11Z (GMT). No. of bitstreams: 1 TESE_COMPLETA_POS DEFESA.pdf: 1498726 bytes, checksum: f3c0d1c02f06ad3ad75265249c3de234 (MD5) Previous issue date: 2016-12-05 / Leader–member exchange (LMX) theory focuses on the quality of the member’s exchange relationship with the leader. A fundamental tenet of LMX theory is that leaders develop different quality relationships with members in their teams. Research on LMX has almost exclusively focuses on LMX relationships as independent dyads within work groups. However, LMX relationship cannot be fully understood in isolation from the team contexts that shape it. As a result, LMX research has been criticized for failing to consider the role of the social context in the development of members’ perceptions of LMX. This deficiency prompted researchers to call for more research on LMX within the context of teams. Thus, this dissertation answer this call by considering LMX within the team context by exploring theoretical approaches that take into account the social context in which LMX is embedded. Drawing on LMX theory, social comparison theory and social network approach, I address this question through two empirical and independent papers aimed to consider LMX as systems of interdependent dyadic relationships, rather than independent dyads. Overall, the findings of this dissertation corroborate prior arguments that LMX theory represents not only a dyadic phenomenon, but also captures a complex multilevel phenomenon beyond the dyadic relationship. The contributions of these findings are discussed.

Syftet med uppsatsen är att skapa en ökad förståelse för ledarskap på distans ur ett chefsperspektiv. Syftet undersöktes genom två frågeställningar som behandlar hur chefer bedriver sitt ledarskap på distans samt hur dessa chefer upplever sitt ledarskap. Genom en i huvudsak induktiv ansats med deduktiva inslag och kvalitativa semi-strukturerade intervjuer undersöktes uppsatsens ämne. Den insamlade empirin analyserades genom meningskoncentrering och skapade sex huvudsakliga teman som är; Kommunikationsverktyg, Krav i det dagliga arbetet, Relation till medarbetarna, Det egna ledarskapet, Digitalisering samt Tankar om kompetensbrist. De fynd som framkommit visar hur cheferna bedriver sitt arbete genom virtuella kommunikationsmedel där de föredrar de medel som i större grad kan spegla det fysiska mötet. Majoriteten av cheferna upplever fler möjligheter än begränsningar med sina arbeten och menar att ledarskap på distans har potentialen att lösa en rad problem, såsom problematiken med kompetensbrist.

High rates of turnover and the limited tenure of directors of nursing (DONs) in long-term care creates instability in the nursing workforce and the quality of care provided. Organizations, industry, and stakeholders have made little progress to change this turnover crisis. The purpose of this quantitative study, guided by organizational role and social exchange theories, was to determine if there was a difference in levels of affective organizational commitment and intent to stay mediated by leader-member exchange in long-term care DONs with different levels of role conflict and role ambiguity. The key variables were measured with the Role Questionnaire, Leader-Member Exchange Scale 7, Affective Commitment Questionnaire, and the Intent to Stay Scale. DONs were recruited via e-mail and social media, and 126 participants completed the surveys with 42 experiencing high role conflict and 13 experiencing high role ambiguity. Results revealed no differences in the levels of affective organizational commitment or intent to stay between DONs with high versus low levels of role conflict or role ambiguity. However, role ambiguity and leader-member exchange, but not role conflict, significantly predicted a DON's affective organizational commitment and intent to stay. Future research could consider the levels of role conflict and role ambiguity experienced by the DON and the tenure of the DON and the effect on the quality of resident care provided. The results of this study could impact positive social change by being used to advocate for role clarity and improve relationships with leaders to increase DON tenure, which would improve nurse workforce turnover and the quality provided in long-term care.

Abstract The rapid advances in technology and the globalization of the economy have led corporate leaders to invest heavily in virtual teams to increase their global coverage. The problem in this phenomenological study was that many organizational leaders do not understand the extent to which they need to manage virtual teams differently from traditional, face-to-face teams. This is significant, because due to geographical differences and possibly cultural differences, virtual teams require various modes of communication. The purpose of this study was to explore and describe the lived experiences of effective virtual-team leaders and the operational strategies employed to lead them. The answer to the research questions included strategies that virtual-team leaders applied to make their teams successful. The conceptual framework was comprised of the theories of transformational leadership and leader-member exchange. Data collection took place through open-ended interviews with 20 virtual-team leaders. Moustakas' modified version of the van Kaam analysis method was used to code and organize the data. The interview data were classified into common themes to provide a better understanding of the participants' perceptions and experiences. The results indicated that the primary virtual team challenges were communication and face-to-face connections. The strategies for managing these challenges included more open and scheduled communication, making sure the team members know their roles and responsibilities, and clear and concise goals and objectives from the virtual-team leaders. The implication for positive social change is that the effectiveness of virtual-team leaders may improve thus benefiting management, employees, and customers.

No description available.