Financial institutions are faced with many changes and challenges, especially after the global financial crisis; and look to their human capital to provide their competitive advantage. It is therefore important to investigate effective means of managing employees in a way that could foster work engagement. Strengths use and leader-member exchange (LMX) quality create an opportunity for organisations to manage and utilise their employees more effectively and finally promote work engagement. The objective of this research study was to investigate the mediating effects of LMX quality in the relationship between strengths use and work engagement. A questionnaire was compiled, utilising the Strengths-based Leadership Questionnaire, the LMX-7 and the Utrecht Work Engagement Scale. These measuring instruments were administered to a total of 213 (N = 213) individuals employed in the financial services industry. For the purpose of this research study the quality of the LMX relationship was measured from the perspective of the subordinates. Strengths use was positively related to LMX quality and LMX quality was positively related to work engagement. Additionally, LMX quality played a mediating role in the relationship between strengths use and work engagement. Therefore, organisations can, by promoting strengths use and high quality LMX, achieve higher levels of employee work engagement. This research study is the first to include strengths use, LMX quality and work engagement in one mediating model. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Financial institutions are faced with many changes and challenges, especially after the global financial crisis; and look to their human capital to provide their competitive advantage. It is therefore important to investigate effective means of managing employees in a way that could foster work engagement. Strengths use and leader-member exchange (LMX) quality create an opportunity for organisations to manage and utilise their employees more effectively and finally promote work engagement. The objective of this research study was to investigate the mediating effects of LMX quality in the relationship between strengths use and work engagement. A questionnaire was compiled, utilising the Strengths-based Leadership Questionnaire, the LMX-7 and the Utrecht Work Engagement Scale. These measuring instruments were administered to a total of 213 (N = 213) individuals employed in the financial services industry. For the purpose of this research study the quality of the LMX relationship was measured from the perspective of the subordinates. Strengths use was positively related to LMX quality and LMX quality was positively related to work engagement. Additionally, LMX quality played a mediating role in the relationship between strengths use and work engagement. Therefore, organisations can, by promoting strengths use and high quality LMX, achieve higher levels of employee work engagement. This research study is the first to include strengths use, LMX quality and work engagement in one mediating model. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

This study investigates the impact that certain constructs of Leader Member Exchange (LMX) between supervisors and shop floor workers of South African manufacturing firms have on the willingness of the shop floor workers to introduce new ideas. In particular, the constructs; trust, development of skills and inclusion of the worker is examined. Since shop-floor workers are intimately involved with their day to day operations and work at the coalface, the ideas recommended by these individuals are suggested to often be antecedents of innovation. By gaining an understanding of the relationship between the aforementioned LMX constructs and the willingness of shop floor workers to introduce new ideas, certain modes of behavioural interaction can be implemented in order to enhance shop floor innovation. It is argued that such strategic intervention in turn will result in shop floor innovation as a source of competitive advantage for an organisation.The primary data was collected through physical interviews using a questionnaire that addresses all the mentioned constructs. All of the 50 dyads were usable in the correlation and regression models run. The outcome of this research supports the literature that trust and inclusion are positively correlated with the willingness of shop floor workers to introduce new ideas. Notably was the extent to which workers and supervisors perceived levels of worker inclusion differently. The regression analysis reveals that some of the willingness of workers to introduce new ideas can be explained by the presence of all three explanatory variables namely, trust, development and inclusion. The research has shown that trust contributes to willingness of workers to introduce new ideas, but in contrast to literature, development has a negative impact. The results provide insight into the relationships between these constructs and the willingness of shop floor workers in South African manufacturing firms to introduce new ideas. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Bygg- och anläggningsbranschen innebär en temporär arbetsmiljö där det krävs god kommunikation, förståelse och samordning för att minska säkerhetsrisker. Eftersom det saknas forskning om relationer inom branschen var syftet med studien att, utifrån ett medarbetarperspektiv och med utgångspunkt i LMX-teorin, undersöka vilka faktorer som har betydelse för relationen mellan ledare och medarbetare inom bygg- och anläggningsbranschen. Till intervjustudien medverkade 10 deltagare som arbetade inom olika yrkeskategorier. Den tematiska analysen resulterade i 7 faktorer som främjar samt hindrar utbytesrelationer: ledarens medmänsklighet för medarbetare, ledarens erfarenhet inom branschen, rättvis fördelning av resurser, att tillhöra en ingrupp som stärker företaget, bristfällig kommunikation, fysiskt och psykologiskt avstånd, samt skilda målsättningar. Resultatet visade att främjande faktorer skapade tillit, förtroende och förståelse för varandra, vilket ledde till ett bättre samarbete där medarbetarna ville agera för att gynna företaget. De hindrande faktorerna skapade osäkerhet kring förväntningarna på deras arbetsuppgifter och relation samt kunde försvåra deras samspel.

Corona-pandemin har inneburit ett paradigmskifte när det gäller distansarbete. Många företag ser över hur de ska organisera arbetet och fördelningen mellan kontor eller distansarbete. Denna studie undersöker kvaliteten i samspelet mellan chef och medarbetare, arbetstillfredsställelse, rapporterad arbetsprestation samt mental hälsa bland 291 tjänstemän inom sex olika branscher i den privata sektorn i Sverige efter ett års distansarbete. Resultatet av denna studie visar att det inte finns något samband mellan andel hemarbete och kvalitet i samspel med chef, arbetstillfredsställelse, rapporterad arbetsprestation eller mental hälsa hos medarbetarna. Däremot finns det ett tydligt positivt samband mellan hur nöjd en medarbetare är med att arbeta på distans, oavsett hur mycket, och kvalitet i samspel med chef, arbetstillfredsställelse, rapporterad arbetsprestation och mental hälsa. Resultatet är i linje med tidigare forskning som har visat positivt samband mellan högkvalitativt samspel med chef och arbetstillfredsställelse, rapporterad arbetsprestation och mental hälsa hos medarbetarna. Denna studie stödjer att dessa samband gäller även vid distansarbete. / The Corona pandemic has meant a tremendous change when it comes to remote work. Most companies evaluate how to organize work in regards of working from office or remotely. This study has examined the quality of the relationship between leader and follower (LMX), job satisfaction, work performance and level of mental health among 291 white collar employees from six different lines of business in the private sector in Sweden after one year of remote work. The results show no correlation between amount of remote work and quality of LMX, job satisfaction, work performance nor mental health among the employees. However, significant correlations are found between how satisfied the employees are with working remotely, regardless of how much they work remote, and the quality of LMX, job satisfaction, work performance and their mental health. The results from this study are in line with earlier research showing that there are significant correlations between high quality LMX and high levels of job satisfaction, work performance and mental health among the employees. The results support that these correlations are also valid for remote workers.

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.

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.

Notre recherche a pour objectif général de proposer l’adaptation du concept de la relation d’échange superviseur-subordonné (leader-member exchange ou LMX) à la nouvelle réalité du travail à distance. Il s’agit d’étudier la relation d’échange qui se développe entre le superviseur et le subordonné travaillant à distance. Plus précisément, nous visons à définir et à développer une échelle de mesure valide et fiable du concept du LMX à distance. Jusqu’à présent, aucune définition de cette relation d’échange superviseur-subordonné n'a été proposée et aucune échelle de mesure n'a été développée. Dans l’étude que nous proposons, la notion de la distance n’est pas considérée comme un élément contextuel, mais plutôt un élément indissociable du concept lui-même, contrairement à certaines études qui ont examiné la distance comme modérateur de la relation entre le LMX et ses résultantes (Bligh et Riggio, 2012; Brunelle, 2013). À cet effet, cette étude constitue la première sur le sujet. Étant donné l'importance du LMX à distance pour les travailleurs à distance et dont le nombre atteindrait plus de 50 % d’ici 2020 (ITIF, CAS et CoreNet Global), il est primordial de comprendre et d'analyser la relation d’échange superviseur-subordonné à distance afin de mieux comprendre sa nature et son processus de développement, ce qui permettra aux parties de la dyade superviseur-subordonné de mieux s’adapter à cette nouvelle réalité de travail et de développer des relations d’échanges de qualité. Cette recherche aidera les superviseurs travaillant à distance à mieux gérer leur potentiel humain. Pour cerner ce sujet de recherche, nous avons fait une revue approfondie de la littérature traitant du LMX traditionnel et de la notion de distance, et ce, afin de pouvoir proposer une définition du concept du LMX à distance. En outre, nous avons fait appel aux recommandations de la littérature portant sur la psychométrie et nous avons réalisé une étude exploratoire de nature qualitative pour développer son échelle de mesure. Nous avons donc effectué des entrevues individuelles semi-dirigées auprès de trente professeurs d’une université canadienne. Ces entrevues ont été analysées avec le logiciel qualitatif spécialisé Nvivo et ont permis de présenter une première échelle de mesure du LMX à distance composée de sept dimensions et de 27 indicateurs. En somme, nous avons tenu à acquérir une meilleure compréhension de ce phénomène qui est très répandu dans les organisations modernes et à offrir une plateforme théorique et pratique que les chercheurs pourront utiliser pour enrichir leurs connaissances sur le concept du LMX à distance. Enfin, notre étude permettra aux superviseurs et aux subordonnés de comprendre l'importance de développer et de maintenir des relations de qualité conduisant à des résultats organisationnels et personnels positifs. / In this research, we define the concept of distance leader-member exchange (distance LMX) and present a valid and reliable scale to measure it. We argue that the notion of distance is not a contextual element but is instead an integral component of the concept, unlike studies that have examined only the impact of distance in LMX relationships (Bligh and Riggio, 2012; Brunelle, 2013). Therefore we believe that our study is original and groundbreaking in the human resource management field. This measurement tool will allow the dyad parties to better adapt to this new working reality and will motivate them to collaborate and develop high-quality relationships. Our study thus offers an interesting contribution to help companies manage their employees and improve performance in cases of remote working. A review of the literature regarding traditional LMX and distance concepts was carried out to provide an accurate definition of the concept of distance LMX. We relied on the psychometric literature to build a measurement scale for this concept. This scale is the result of a qualitative exploratory study conducted among thirty Canadian university professors. For the data analysis we used Nvivo software to analyze the interviews. We present an initial measurement scale for distance LMX composed of 7 dimensions and 27 indicators. To summarize, we propose an approach to better understand the increasingly widespread remote-working phenomenon, and provide a theoretical and practical platform to help researchers better grasp this concept. Our study will surely help supervisors and subordinates understand the importance of developing and maintaining good relationships that will generate positive organizational and personal results.

Submitted by GIOVANNA SOUZA PEREIRA (giovanna_adm@yahoo.com.br) on 2017-01-10T11:26:51Z No. of bitstreams: 1 Giovanna_Dissertacao_Completa.pdf: 1941720 bytes, checksum: 466d875b691c76ca9d764f7ff136310e (MD5) / Approved for entry into archive by Maria Almeida (maria.socorro@fgv.br) on 2017-01-17T11:47:31Z (GMT) No. of bitstreams: 1 Giovanna_Dissertacao_Completa.pdf: 1941720 bytes, checksum: 466d875b691c76ca9d764f7ff136310e (MD5) / Made available in DSpace on 2017-01-17T11:48:39Z (GMT). No. of bitstreams: 1 Giovanna_Dissertacao_Completa.pdf: 1941720 bytes, checksum: 466d875b691c76ca9d764f7ff136310e (MD5) Previous issue date: 2016-12-06 / There are several approaches and theoretical perspectives that attempt to explain the impact of the relationship between leaders and followers in individual and organizational results. However, there are few studies that aim to determine important characteristics of a leader that can affect the quality of this relationship and, consequently, the results. This study contributes to research in this area, analyzing the impact of the leader humility on performance and organizational citizenship behavior (OCB) of employees, mediated by quality of the leadermember relationship. The research hypotheses proposed exploit the leader-member exchange (LMX) as a means through which the leader humility influences the results of subordinates. In addition, it is proposed that managerial efficacy moderates the relationship between leader humility and LMX. To test the empirical validity of the proposed model, a field study was conducted in an oil, natural gas and energy Brazilian company. The proposed relations were examined in a sample of 196 employees from the operational area of two oil refineries, with application of a structured closed questionnaire and use of the quantitative data analysis method. In general, results provide support for the proposed hypothesis, suggesting that the higher humility leader, the better their relationship with members and, hence, the better the results of performance and organizational citizenship behavior of employees. Contributions, theoretical and practical implications, limitations and directions for future research are offered. / Diversas são as abordagens e perspectivas teóricas que buscam explicar o impacto da relação entre líderes e liderados nos resultados individuais e organizacionais. No entanto, ainda são poucas as pesquisas que têm como objetivo determinar características importantes do líder que podem afetar a qualidade dessa relação e, consequentemente, os resultados. O presente estudo contribui para a pesquisa nessa área ao analisar o impacto da humildade do líder no desempenho e no comportamento de cidadania organizacional (OCB) dos empregados, mediado pela qualidade da relação entre líderes e liderados. As hipóteses de pesquisa propostas exploram a qualidade da relação líder-liderado (LMX) como meio através do qual a humildade do líder influencia os resultados dos subordinados. Além disso, propõe-se uma relação de moderação da eficácia gerencial na relação entre humildade do líder e LMX. Para testar a validade empírica do modelo proposto, foi realizado um estudo de campo em uma empresa brasileira da indústria de óleo, gás natural e energia. As relações propostas foram examinadas em uma amostra de 196 empregados da área operacional de duas refinarias de petróleo, com aplicação de um questionário fechado estruturado e utilização do método quantitativo de análise de dados. De maneira geral, os resultados fornecem suporte para as hipóteses propostas, sugerindo que, quanto maior a humildade do líder, melhor sua relação com os liderados e, consequentemente, melhores os resultados de desempenho e de comportamento de cidadania organizacional dos empregados. Contribuições, implicações teóricas e práticas, limitações e direções para futuras pesquisas são oferecidas.

En s'appuyant sur les modèles théoriques de la démographie relationnelle, du leader-member exchange et du leadership transformationnel, cette thèse examine l'impact de la diversité des âges sur la qualité des interactions, les comportements de leadership transformationnel, et sur la satisfaction au travail et l'engagement organisationnel affectif des managers et de leurs collaborateurs, au sein de deux entreprises high-tech françaises, situées dans la région grenobloise. La diversité des âges est ici considérée sous l'angle des différences, des similitudes et des termes d'interaction entre les dimensions chronologique et subjective de l'âge. Cette recherche gravite autour de la notion que la diversité des âges entre les managers et leurs collaborateurs joue un rôle important dans la qualité de leurs échanges quotidiens et pour les comportements de leadership transformationnel, en influant ainsi sur leur satisfaction au travail et leur engagement organisationnel affectif. Nos résultats montrent que l'âge chronologique, l'âge subjectif et leurs termes d'interaction exercent un rôle important dans les perceptions à l'égard de la qualité d'échanges intervenant au travail entre les managers et leurs collaborateurs directs, selon que les managers sont plus âgés ou plus jeunes que les salariés. De plus, cette thèse montre que la diversité des âges est bénéfique pour l'expression du comportement de leadership transformationnel affiché par les managers. D'une part, nos résultats suggèrent que plus il y a de différences importantes d'âge (chronologique et subjectif) entre les managers et leurs collaborateurs plus jeunes qu'eux, plus les managers sont enclins à afficher un comportement de leadership transformationnel. D'autre part, lorsque les managers sont plus jeunes que leurs collaborateurs, les premiers sont moins enclins à afficher un comportement de leadership transformationnel dans leurs échanges au travail avec les salariés. En outre, plus l'écart d'âge entre managers plus jeunes et salariés plus âgés est prononcé, moins les salariés estiment que leur supérieur serait capable d'afficher un comportement de leadership transformationnel. Nos résultats démontrent aussi la présence d'un effet de médiation par la qualité des relations LMX intervenant dans le lien entre la diversité des âges et la satisfaction au travail, dans le cas où les managers sont plus âgés que leurs collaborateurs. Des effets directs positifs émanant des âges des managers et de leurs collaborateurs sur la satisfaction au travail et sur l'engagement organisationnel affectif – selon que les managers sont plus jeunes ou plus âgés que les salariés – ont également été constatés. Cette recherche souligne l'importance de continuer la réflexion sur le rôle et le sens que les individus attribuent à l'âge, d'une part ; et elle souligne aussi le besoin d'approfondir les effets de cet attribut sur les attitudes et les comportements au travail, d'autre part. Sous un angle pratique et managérial, les résultats de cette recherche pourraient servir aux pratiques managériales dans les entreprises dont les équipes de travail se composent de managers plus jeunes que leurs collaborateurs, ou bien de managers plus âgés que leurs collaborateurs – à la fois chronologiquement et subjectivement. Sous un angle de recherche, ce travail met en exergue l'utilité particulière d'examiner les âges des managers et ceux de leurs collaborateurs de manière simultanée, afin de mieux comprendre leurs effets sur les conséquences organisationnelles examinées dans la présente étude. / Drawing on relational demography, leader-member exchange, and transformational leadership, this dissertation examines the impact of age diversity on the quality of manager-employee work interactions, transformational leadership behaviors, job satisfaction, and affective commitment in two high-tech French organizations. Age diversity is herein considered in terms of differences, similarities, and interaction terms between chronological and subjective dimensions of age. This research posits that age diversity between managers and their dyadic collaborators is paramount for the quality of their daily work interactions, for transformational leadership behaviors, impacting as well on their job satisfaction and organizational affective commitment. Our findings show that chronological age, subjective age as well as their interaction terms play an important role in the perceptions about the quality of work exchanges between managers and their direct reports, depending on whether the managers are younger or older than the employees. In addition, this research shows that age diversity may facilitate managers to display transformational leadership behaviors. On the one hand, our findings suggest that the greater the (chronological or subjective) age differences between older managers and their younger reports, the more likely are the managers to display transformational leadership behaviors. On the other hand, when the managers are younger than the employees, they are less likely to display transformational leadership behaviors at the workplace. Moreover, the greater the age distance between younger managers and older reports, the less likely is for the employees to perceive their younger superiors as able to display transformational leadership. Our results highlight also that the LMX interactions mediate the relationship between age diversity and job satisfaction especially when managers are older than their dyadic partners. Furthermore, this study underscores a number of positive direct effects of managers' and employees' ages on the job satisfaction and organizational affective commitment, depending on whether managers are younger or older than their collaborators. This work highlights the importance of further research on the role and meaning individuals assign to age, on the one hand, and the need for a closer examination of its complex effects on work attitudes and behaviors, on the other hand. In terms of practical and managerial implications, these findings may help managerial practice in the organizations comprising work teams whereby chronologically / subjectively younger managers and older employees or vice versa collaborate daily. As for research implications, this dissertation emphasizes the particular usefulness to simultaneously examine managers' and employees' ages for a more thorough understanding of their effects on organizational outcomes such as those presently studied.