This century the West constantly research on the leadership phenomenon, and has developed several theories such as the trait theories, the behavioral theories, the contingency theories, the transformational theories, the leader-member exchange theory, and the charismatic leadership. Lately Silin and Cheng Po-Hsuan focused on the leadership characteristics of Chinese enterprise administrator or leader, which can be referred as "paternalistic leadership". The Post employee has the identity of both civil servant and labor, so the supervisor of such people is also differ from the ordinary enterprise administrator, which should hold the qualities of professional manager, so, the management method of the post supervisor to his subordinate has the necessity to research and discuss. However, this research has the goals of 1. to discuss the management form of the post supervisor 2. to discuss the different effects of the different leadership theories. This research was performed on the Taiwan south area Post managing department, and base on the employee's opinion as the research tool, the data process and analysis was done by using "person relative analyze" and "Blocked Regression". The result of the research found out that out of the six major leadership theories, LMX theory only did not give satisfy result on "supervisor justice action", the rest of "supervisor evaluation", "supervisor beneficial behavior", "repayment", "promises to supervisor", and "loyalty to the supervisor", has positive effects and better expectances compare to other three leadership theories. Therefore, the administrator mode of the Post supervisor, if compared with "paternalistic leadership", "transformational leadership", "charismatic leadership", and "LMX leadership", the "LMX leadership" is more suitable. Finally, base on the result of research, some concrete suggestions can be given to the Post Office and later researchers.

No matter how many points of view about the word of ¡§leadership¡¨, the constant components will contain three components: the supervisors, subordinates, and how interaction relations between the supervisors and subordinates. LEADER-MEMBER EXCHANGE (LMX THEORY) ¡VOften organizational researches have described the relationship between supervisors and subordinates in terms of it. Research has given that relationship considerable attention. In essence, LMX theory indicates the possibility that supervisors develop different forms of exchange relationships with their subordinates. LMX is the western theory, the development until now is the nearly 30 years. This model points that leaders do not use the same style or set of behaviors uniformly across all members or subordinates; instead, unique relationships or exchange develop with each member. High quality LMXs(referred to as ¡§in-group¡¨ exchanges in this model) are characterized by mutual trust and support, whereas low-quality LMXs(referred to as¡¨out-group¡¨exchanges) are based on simply fulfilling the employment contract. The purpose of this article is to focus on one individual characteristic or behavior, ingratiation that may be important to LMX development. Moreover, based on the view of impression management, we categorized the targets of employees¡¦ organizational citizenship behaviors into job, organization, coworkers and supervisors. A questionnaire investigation was adopted in this research. Accessible population targeted on companies defined as honorary trainers of SMEs by Small and Medium Enterprise Administration in Ministry of Economic Affairs. There¡¦re 500 questionnaires totally set out of which 301samples are effective samples. Exploratory factor analysis, multiple regression analysis, Pearson Analysis etc.are applied in the analysis and the result is as the below: 1. Among ingratiation, value and LMX presents positive influence. 2. Between LMX and Organization citizenship behavior presents positive influence. 3. Between ingratiation and Organization citizenship behavior presents positive influence. 4. Between value and Organization citizenship behavior presents positive influence. 5. Ingratiation will affect Organization citizenship behavior with LMX as mediating variables. 6. Value will affect Organization citizenship behavior with LMX as mediating variables.

Leader-Member Exchange (LMX) has provided the Industrial/Organizational Psychologists and Organizational Behaviorists with a theoretical framework for understanding how leaders lead followers. This theory is based on the interpersonal relationship between leader and follower. The theory proposes that the relationship between leaders and followers develops from a dyadic exchange process. However, research has recognized the need to consider the influence of social context on the relationship between LMX and outcomes. The Social Identity Model of Leadership (SIMOL) has proposed a view of leadership from the perspective of the relationship between the leader and a group of followers. This theory is based primarily on group memberships and how the leader fits the group prototype, affecting the leader's ability to lead and how the leader leads. This paper discusses both theories and shows how dyadic and group relationships work in concert to explain how leaders lead followers. The paper hypothesizes that SIMOL, through leader prototypicality, moderates the relationship between LMX and follower attitudes. Together, they provide a more complete framework for understanding leadership based on the simultaneously occurring relationships encountered by a leader.

This thesis presents two distinct, but linked, studies. Study 1 contrasted interactive [group] brainstorming against its nominal [individual] counterpart. Previous research has pointed to the productivity advantages of nominal brainstorming in terms of idea production rate [ideation], leading theorists to predict 'the end of interactive brainstorming'. Yet interactive brainstorming has remained the most popular means of ideation within organizations. Central to this research is the thesis that previous studies (a) failed to follow the instructions of the concept originator, Osborn (1953) and (b) used samples and conditions that were not representative of the organizations using brainstorming. Using a total of 10 groups sourced from a UK construction company, participants were asked to brainstorm ideas to improve organizational safety performance. Data produced indicated an equal average number of ideas generated, 30 for interactive, 30.2 for nominal, and an equal number of themes generated, 6.6 for interactive, 6.6 for nominal. Along with ideas and themes, post session group cohesion and process satisfaction levels were measured. Results indicated significantly higher levels of cohesion (t (73.75)=2.35, P<.05) and satisfaction (t (71.07)=4.74, P<.001) for the interactive condition over its nominal counterpart. Implications for research in this area are discussed.Study 2 consisted of two strands of research. The utility of interactive brainstorming, demonstrated in Study 1, highlighted its potential as a means of improving participation in safety. This formed the first area of research. The second area of research concerned the design and analysis of a working model in which Leader Member Exchange (LMX) and safety climate were identified as antecedents, compliance and participation as components and self report near miss/accident involvement as outcomes of safety performance. This model, and the potential utility of brainstorming as a means of improving participation, was tested using a longitudinal methodology. Study participants, sourced from the Refuse Collections division of a UK Local Authority, were asked to complete a questionnaire. LMX was measured using Graen and Uhl-Bien's (1995) LMX-7 scale, safety climate using Glendon and Litherland's (2001) questionnaire whilst measures of compliance and participant were sourced from Neal and Griffin (2006). This produced 101 respondents. Following this, brainstorming sessions were conducted with employees to produce safety improvement ideas. Questionnaires were redistributed seven months later and produced 104 respondents. Results indicated no improvement in participation over the period allocated, however, the measures of antecedents, components and outcomes of safety performance produced a number of significant findings. LMX was found to exhibit a direct relationship with accident involvement, however, analysis revealed the fluctuating mediating roles of compliance and participation in this relationship. Safety climate was found to moderate the relationship between LMX, compliance and participation. Although high levels of safety climate corresponded to higher levels of compliance and participation, LMX was seen to improve compliance and participation only in low climate environments, with this relationship reverse in positive safety climates. This finding is contrary to similar research in this area and the implications for future theory are discussed.

Covid-19 har lett till restriktioner i arbetslivet där det skett en plötslig omställning till distansarbete som bedrivs med stöd av informations- och kommunikationsteknik (IKT). Uppsatsens syfte är att bidra med kunskap om ledarskap vid distansarbete ur ett medarbetarperspektiv. Detta genom att undersöka medarbetares behov av ledarskap utifrån de omställningar som organisationer genomgått till följd av COVID-19 pandemin. Uppsatsen tar avstamp i Leader Member Exchange Teorin (LMX) som lägger fokus på relationen som återfinns mellan medarbetare och ledare. Teorin har använts i syfte att identifiera, tolka och förstå behov av ledarskap på arbetsplatsen, genom att analysera kvaliteten på LMX relationen. Efter intervjuer med sju anställda inom samma organisation genomfördes tematisk analys där sju huvudteman med tillhörande underteman konstruerades. Dessa teman analyserades med hjälp av LMX kategorier för att indikera kvaliteten på LMX relationen. Detta resulterade i tre kluster bestående av teman. Ett kluster baserades på teman som indikerade en LMX relation av hög kvalitetoch ett kluster baserades på teman som indikerade en LMX relation av låg kvalitet. Det tredje klustret gav inte någon indikation om LMX relationens kvalitet men belyste behov av ledarskap för att uppnå en LMX relation av hög kvalitet. Uppsatsen identifierade åtta olika behov av ledarskap vid distansarbete(arbetsrelaterad utrustning, tillgänglighet, spontan kommunikation, tydlig kommunikation, informell kommunikation, lyhördhet, återkoppling och tillit) som diskuterades i relation till tidigare forskning och teori för att tolka och förstå dem. Det kunde dras en slutsats om att behov av ledarskap är individuella. Det drogs även en slutsats kring att en ledare bör möjliggöra informell kommunikation mellan medarbetare och inte enbart mellan ledare och följare. Den sista slutsatsen som kunde dras var att tillit utgör ett centralt behov av ledarskap vid distansarbete. Uppsatsen bidrar till ledarskapsforskningen genom det medarbetarperspektiv som tillämpats. Den unika möjligheten att studera behov av ledarskap vid en plötslig omställning till distansarbete kan även bidra med kunskap som kan vara användbar om arbetet fortsätter att bedrivas via distans eller om en liknande situation som kräver plötslig omställning till distansarbete skulle uppstå i framtiden.

Title: Relationships in the workplace based on LMX-theory -How relationships affect real estate agents performances  Level:Final assignment for bachelor’s degree in business administration                       Authors: Linn Emilsson and Denise Hägerstrand   Supervisor: Monika Wallmon                  Examinator: Svante Brunåker Date: VT 2021  Purpose: The purpose of this study is to investigate how real estate agents' performance is affected by the relationship with the franchisee of the office.  Method: In the implementation of this bachelor thesis project, a qualitative method was applied. The approach was in the form of 16 interviews with real estate agents and franchisees, respectively. In addition, semi-structured interviews were applied in order to obtain more developed answers.  Result: The result is presented in a compilation of the 16 interviews conducted with the real estate agents and the franchisees, respectively. The writers present only the essentials of the interviews and present them in three categories.1. Employees2. Leader3. Consequences  Conclusion: After conducting the study, we can state that a good relationship requires commitment of each party. Above all, trust and confidence are important factors in the relationship between leaders and employees. Both leaders and employee’s personality traits also have an impact on the outcome of the relationship. Finally, we can state that good relationships lead to commitment among employees and increased satisfaction with salary.  Contribution of the study: The study's theoretical contribution provides an understanding of how real estate agents and franchisees handle working relationships and what a good and less good relationship can lead to consequences. The practical contribution that the study makes is knowledge of how relationships are created and important components in building a relationship.  Suggestions for further research: A proposal for further research is to investigate how the relationship between managers and employees differs geographically. Another interesting aspect to research further would also have been to study how the relationship between employees affects performance. Keywords: Leaders, employees, real estate agents, franchisees, relationships

Title: Relationships between managers and employees of generation Z, Y and Z: A study of the creation of high quality relationships between managers and employees in municipal organisations Authors: Frida Petersson and Sophie Montgomery  Keywords: Leadership, Generations, LMX theory, Trust, Respect, Loyalty Introduction: Sweden is currently facing a labor shortage in the public sector. The organisations and managers must therefore focus on keeping employees with the right competence within the organisation. Previous research show that followers tend to be more loyal to the leader than the organisation. The managers must therefore build relationships with the employees. Research also show that relationships between leaders and followers differs depending on the quality. Relationships can either be of high or low quality. For managers it is crucial to build high quality relationships as it leads to several positive organisational effects. A high quality relationship is based on mutual trust, respect and loyalty. The LMX theory does not take generational differences into account but since research show that generations differ, this study will examine how the creation of trust, respect and loyalty differs depending on the employee’s generation. Research question: How can the creation of high quality relationships between managers and employees differ depending on the employees’ generation? Delimitations: This study focuses on educational professions within municipal organisations.  Further, in this study only the generation of the employees has been taken into account, not the generation of the managers. Purpose: The purpose of this study is to describe and understand differences in the creation of trust, respect and loyalty between managers and employees of generation X, Y and Z.  Method: A qualitative approach has been used in this study. Three managers and employees of different generations were interviewed. Findings: In this study, a more nuanced view of the LMX theory has been developed based on generational differences. The result of this study is that the creation of trust, respect and loyalty between managers and employees differs depending on the employees’ generation.

Bakgrund och syfte - Dagens omvärld förändras i snabb takt och det ställer stora krav på ledarskapet. Relationen mellan self-efficacy och ett effektivt ledarskap kan ha en avgörande betydelse för att nå framgång i organisationen och ledarrollen. Denna studie syftar till att undersöka chefers subjektiva nivå av self-efficacy samt om den har ett samband till deras upplevda ledarskap och relationen till följare utifrån LMX teorin. Metod - Kvantitativ data har samlats in genom enkätundersökning med 79 respondenter i chefsposition. Resultat och Slutsatser - Överlag skattar respondenterna en hög nivå av self-efficacy och LMX. Det finns ett samband som tyder på att cheferna har en hög tilltro på sin egen förmåga att prestera väl samt upplever att ett högkvalitativt relationsbaserat ledarskap tillämpas. Organisationer bör ge ledaren förutsättningar att skapa högkvalitativa LMX-relationer, vilket kan påverka följare att bli mer effektiva, som gynnar organisationens långsiktiga mål.

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