Volumes of empirical studies have focused on leader-member exchange (LMX) theory since its inception. Few qualitative studies have investigated LMX behavior in the context of Chinese organizations. To address this gap in literature, an in-depth examination of LMX behaviors was conducted, adopting the four-dimensional LMX- Comm model. The study focused on the communication topics, tangible behaviors, and communication channels present in leader-member mutual interactions. Eleven small group interviews with three employees from organizations in ten cities were conducted. Through thematic analysis of the interview data, this study examined LMX behaviors and communication channels. Themes were investigated according to the four LMX dimensions: work communication exchange, social communication exchange, tangible work exchange, and tangible social exchange. Several work communication exchange themes emerged from the data, including performance discussion, and decision-making involvement. In the social communication dimension, topics related to family, friends, asset management, entertainment activities, and hobbies were identified. Tangible work exchange behaviors were found in leader-member interactions, such as mutual helping behavior and compensatory time-off for overtime work. Participating in social and entertainment activities, exchanging gifts and red envelopes, and helping one another with personal matters, were also identified as tangible social exchange themes. Negative topics in communication exchange, including gossips and complaints, emerged from the data. In addition to LMX, several one-way behaviors, such as helping subordinates to map out a career plan, also were identified, contributing to a clearer understanding of the leader-member relationship. Additionally, this study looked at the communication channels used by the leader-member dyad. Social media and face-to-face communication were found to be the most frequently used communication channels. The findings of this study can be applied to leadership training and be used to guide future scale development and other quantitative studies surrounding the construct of LMX

Child welfare leaders reflect their organizations' mission and vision and are entrusted to provide support to employees, who in turn provide services to one of the most vulnerable populations, children. Little, however is known about how leaders perceive their roles and responsibilities in terms of providing sufficient supervisory and guidance to child welfare workers in order to support organizational goals. Guided by Houses' path-goal theory, this phenomenological study examined the perceptions of child welfare leaders related to leadership behaviors, strategies to improve administration, work performance, communication, and fostering an inclusive work environment. A sample of 16 participants working as administrators, county directors, and supervisors in the nonprofit sector of a southeastern state completed semi structured open-ended surveys using Survey Gizmo. Data were analyzed via Moustaka's modified vanKaam method. Findings from this study indicated that participants perceived positive experiences with a supportive leadership style that allowed for more alignment to the workgroup by increasing job sharing that created autonomy and accountability. Factors such as coaching to better manage caseloads were believed to improve employee performance and satisfaction. Effective leaders removed barriers that prevented upward mobility, and provided sustainable work practices. The results of this study may impact social change by raising awareness among organizational leaders to recognize the value of employees and provide an inclusive and supportive workplace environment.

Skilled and experienced registered nurse employees are critical to the organizational success and stability of hospitals, but an annual average registered nurse turnover rate of 14% can result in financial losses of millions of dollars annually for the typical hospital in the United States. The purpose of this multiple case study was to explore the engagement strategies hospital nurse managers use to retain registered nurses. The study population included 8 nurse managers employed by hospitals in West Central Florida who have successfully implemented engagement strategies to retain registered nurses. The conceptual framework for the study was based on systems theory and the job characteristics theory. Data collection was conducted through semistructured in-person interviews and a review of company documents. The credibility and reliability of the data analysis was reinforced through supplemental follow-up questions, member checking, and methodological triangulation. The 3 themes that emerged were nurse engagement strategies, leadership influence and organizational culture, and nurse development. The findings from this research study could contribute to positive social change by providing nurse managers with strategies for retaining valuable and skilled registered nurses to enable them to improve registered nurse work experiences. The retention of registered nurses and reduced employee turnover might result in higher job satisfaction and work engagement for registered nurses, and improved organizational growth and stability.

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