This study examines the development of academic talent in higher education from a social exchange and organisation support perspective. More specifically the study investigates to what extent a quality leader-member exchange relationship between a chair of department and an academic staff member contributes to the perceived development of academic talent in higher education. The leader-member exchange theory was applied in this study to examine the influence of the quality of the relationship between an academic leader and a follower on supervisory support for development as well as its ultimate effect on perceptions of organisation investment in employee development. Insight into the said quality and the effect of this relationship would provide greater clarity to leaders about the development of academic talent in higher education. The study employed a mixed-method approach that combined quantitative and qualitative data collection. Quantitative data was collected from participants (members of academic staff as followers) through an online survey, and qualitative data was collected from leaders (chairs of academic departments as developers of academic staff) through conducting one-on-one interviews. In addition, a theoretical model of the hypothesised relationships between leaders and followers was tested using path analysis. The study found new evidence of the ways in which relationship resources embodied in the leader-member exchange relationship between supervisors (leaders) and employees (followers) influenced employee perceptions of both supervisory and organisation support for development. The results also demonstrated how leadermember exchange theory, combined with theoretical work on organisation support, helped to explain and understand the critical role of supervisors in developing academic staff. This study suggests that leader-member exchange theory could be used as an appropriate leadership theory for application in the development of academic talent in higher education. In addition specific development practices for a chair of department in their roles as developers were also presented. / Thesis (PhD)--University of Pretoria, 2014. / lk2014 / Human Resource Management / PhD / unrestricted

Building on previous research into the relationship between Leader-Member Exchange Theory and Transformational Leadership as well as decades’ worth of LMX-research, this study sets out to investigate the connection between high-quality leader-member exchanges and developmental leadership. The need for such a study arose from the lack of critical examination of the current leadership within the Swedish Armed Forces, as well as the central position given to the Developmental Leadership Theory. In order to examine the correlation between LMX and developmental leadership a questionnaire based on LMX-7 and the Developmental Leadership Questionnaire was constructed. Conscripts from the 1st Marine Regiment, the Artillery Regiment, the Life Guards Regiment and the Norrbotten Regiment were chosen as the study’s sample. Because of late rescheduling, ongoing field exercises and current restrictions due to the ongoing pandemic, only conscripts from the Norrbotten Regiment were able to partake in the study. Using data from 31 conscripts, this study found that there is a positive correlation between high-quality LMX-exchanges and subjection to developmental leadership. The data analysis of Pearson’s correlation coefficient resulted in r=0,66, denoting a moderate correlation. Due to the lacking response rate this result cannot be considered statistically significant, though. As a result, further studies into the relationship between Leader-Member Exchange Theory and Developmental Leadership Theory are required. The questionnaire used in the current study needs further evaluation and would benefit from being subjected to translation and back-translation procedures in order to verify its validity.

AbstractPersonalomsättning i svenska förskolor har ökat kraftigt under de senaste åren. Forskning visar att hög personalomsättning kan påverka negativt när det kommer till barns utveckling och lärande. Syftet med föreliggande examensarbete är att undersöka faktorer för personalomsättning i Malmös förskolor under en viss period. Vad är det som leder till att det hela tiden sker personalbyte i förskolans värld? Dessutom undersöks huruvida personalomsättningen skiljer sig mellan två olika stadsdelar i Malmö. Studiens forskningsmaterial har samlats genom en kvalitativ forskningsmetod där en enkätundersökning med några frågor gjordes på ett antal utvalda förskolor, i två olika stadsdelar i Malmö. Det empiriska materialet har analyserats med hjälp av en ledarskapsteori, leader-member exchange theory. Resultatet av föreliggande studie visar att personalomsättning alltid har funnits i svenska förskolor men den har ökat under senaste åren. Det kan finnas åtskilliga faktorer för personalomsättning i förskolan men en svag och/eller dålig relation till ledningen, arbetstillfredställande, privata faktorer såsom lön och närhet till hemmet samt arbetsförhållanden är de största anledningar som leder till personalomsättningen i Malmös förskolor.

The purpose of this study was to identify the impact of interpersonal working relationships on employees' justice perceptions and the effects of those perceptions on employees' work-related attitudes and behavior in the hospitality industry. This study examined the mediating role played by distributive and procedural justice in linking leader-member exchange and job satisfaction, organizational commitment, and turnover intentions in the hospitality industry. The model was evaluated using structural equation modeling (SEM). The results indicated that distributive justice had a direct positive influence on job satisfaction and was negatively related to turnover intentions. Distributive justice was also found to have a strong impact on procedural justice. Procedural justice had a direct positive influence on job satisfaction. However, procedural justice was negatively related to organizational commitment, and was positively associated with turnover intentions. Thus, distributive justice played a more vital role in employees' work-related outcomes than did procedural justice. This study also indicated empirical evidence of the impact of interpersonal working relationships on employees' justice perceptions. That is, the quality of interpersonal working relationships promoted employees' perceptions of fairness. Therefore, both distributive and procedural justice played a vital mediating role in the relationships among LMX, and job satisfaction, organizational commitment, and turnover intentions. This study provides guidelines to help managers better understand how to reduce employee turnover, increase job satisfaction and organizational commitment, and make better decisions about outcomes and procedures for their employees. / Ph. D.

Approximately 70% of change initiatives fail to achieve the anticipated outcomes, and resistance to change is continuously cited in the literature as 1 of the most common reasons for change failure. Researchers know that emotions play a role in change but do not know how emotional intelligence affects the relationship between leader-member exchange and reactions to change. Grounded in Oreg's multidimensional resistance-to-change model, leader-member exchange theory, and emotional intelligence theory, the purpose of this study was to narrow the gap in knowledge of how emotional intelligence influences the relationship between leader-member exchange and resistance to change. A correlational, cross-sectional design was employed with a nonpurposeful sample of 349 research administrators, and data analysis was completed through hierarchical multiple regression and the Hayes PROCESS macro. Significant negative correlations were found between (a) leader-member exchange and resistance to change and (b) emotional intelligence and resistance to change. Emotional intelligence was not found to have an expected moderating effect on the relationship between leader-member exchange and resistance to change. The findings indicated that employees are less likely to resist change when they perceive a higher quality relationship with their supervisor and have a higher level of emotional intelligence. The results of this study can be used to inform organizational leaders of the need to incorporate training on building high-quality relationships and emotional intelligence in change management programs, thereby increasing the likelihood of achieving the organizational goals intended by the change.

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This study examined the relationship between subordinates perception of the quality of leader-member exchange (LMX) relationship, dyadic demographic factors and turnover intent in rehabilitation agencies. The sample consisted of 152 direct care employees that work with individuals with disabilities at rehabilitation organizations in the state of Illinois. In particular, the focus was on determining the best fit model that predicts turnover intent among quality of LMX, dyadic age, gender, educational level, ethnicity and duration and their two-way interactions with LMX. Participants were asked to complete the team Leader-Member Exchange scale (LMX-SLX), Turnover Intent Scale (TIS) and a demographic questionnaire. Results of the regression analysis showed that LMX significantly predicted turnover intent, β = -.272, t=-3.298, Sig. F Change = .001. None (dyadic educational level, β = -.146; dyadic ethnicity, β = .068; dyadic gender, β = .100; dyadic duration, β = -.076) of the demographic factors except dyadic age, significantly predicted turnover intent (Sig. F Change = .112). Dyadic age, β = .258, t= 2.502, p= .014 was a significant predictor, although the overall model was not significant. All (dyadic educational level_LMX, β = -.60; dyadic ethnicity_LMX, β = .037; dyadic gender_LMX, β = -.130; dyadic age_LMX, β = .071; dyadic duration_LMX, β = .071), of the interactions significantly predicted turnover intent, although the overall model was not significant. In addition, implications, limitations and delimitation, and recommendations for future research are discussed.

No description available.

“Micro-innovation” has become the key to sustainable business success in the context of ‘intelligent businesses'. Different from technological innovation, micro-innovation calls for employees to make use of their rich practical experience and expertise while doing the most common tasks in work. They are encouraged to put forward effective small improvements, inventions and ideas which are conducive to further practical operation. Job crafting reflects such a process in which employees spontaneously design their work, optimize work requirements and resources, and finish tasks successfully. In the past decade, scholars of organizational behaviors have studied job crafting and agreed that job crafting of employees is so significant that it will lead to continuous improvement of products (services) and further promote “micro-innovation”. Job crafting is thought to be a dynamic and continuous work process which fluctuates every day. In order to fully understand the formation process of job crafting in the real world, research scholars recently have even called for the research on job crafting in the daily level, which was ignored by previous research. Thus, we intend to focus on employees' daily job crafting, and explore the influencing factors and mechanisms of employees' daily job crafting behaviors. In addition, leaders' emotion display is regarded as an immediate response to the interaction between leaders and employees, and has a more direct impact on the employees' daily job crafting behavior. Thus, we believe that leaders ' emotion display has a much higher information value on employees ' daily behaviors. Although it has been agreed that leaders are the source of positive and negative emotion of subordinates in the workplace, negative emotion is stronger determinant of subordinates' perceptions of leaders than positive emotion. Some clues in the current relevant research literature can confirm this point of view. For example, Dasborough and his colleagues (2016) have found that subordinates could perceive and recall more negative emotional events that have occurred in the past in work situations in greater depth and detail. In addition, Wang and his colleagues (2018) have emphasized that the influence of leaders' negative emotion on their subordinates is more helpful to fully understand the motivational effect of emotion on leadership. Therefore, this study intends to open the black box and investigate the influence of leaders' negative emotion display on employees' daily job crafting. Based on the theory of Emotion as Information, this study used job daily method to examine the influence mechanism of leaders' negative emotion display on subordinates' daily job crafting. This study is based on 1389 daily data from 105 employees in a Biological Industry Co., Ltd. which is located in the North of China. Empirical research has applied multilevel structural equation model to examine the mediation effect of state self-esteem and epidemic motivation, latent moderated structural equations to examine the moderating effect of Leader-Member Exchange, and bootstrapping method to examine the moderated mediation effect of state self-esteem and epidemic motivation. The following conclusions were found: 1) Leaders' negative emotion display negatively predicted subordinates' state self-esteem; Subordinates' state self-esteem positively predicted daily job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ state self-esteem; 2) Leaders’ negative emotion display positively predicted subordinates' epidemic motivation; Subordinates' epidemic motivation positively predicted job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ epidemic motivation; 3) Leader-member exchange relationship moderated the relationship between leader’ s negative emotion display and subordinates ‘ state self-esteem / subordinates’ epidemic motivation. 4)The mediation effect of subordinates' state self-esteem / subordinates ' epidemic motivation is moderated by Leader-member exchange relationship. The above results not only respond to the confusion of previous research about whether Leader's negative emotion show negative effect on subordinates, but also help to take a more comprehensive look at the effect of leaders ' negative emotion display on employees' daily job crafting. In addition, the research results expand the practical research of Emotion as Information theory, clarify the influence mechanism of leaders ‘ negative emotion display on employees’ daily job crafting including affective reaction path and cognition-driven path, extend emotion display to the field of job crafting research, and further deepen the research about job crafting

There is scant research into the influence of leader or follower personality on the development of leader-member exchange quality (LMX; Dienesch & Liden, 1986; Gerstner & Day, 1997; Liden, Sparrowe, & Wayne, 1997, Harris, Harris, & Eplion, 2007). Furthermore, where such research has been undertaken, it has focused mostly on broad-trait based personality factors (such as the Big-Five; Phillips & Bedeian, 1994; Erdogan, Liden, & Wayne, 2006). There are strong theoretical grounds for expecting that more narrow and specific relationship-based personality assessments will provide superior prediction of LMX quality, and richer insights into the LMX development process. The current study draws on attachment theory (Bowlby, 1969/1982, 1973, 1980; Mikulincer & Shaver, 2007) to examine how individuals' dispositions relate to their LMX quality and two relationship-based aspects of work performance (organizational citizenship behaviour [OCB] and counterproductive work behaviour [CWB]). The moderating influence of emotion regulation and affectivity on these relationships was also explored. Data were collected from managers, front-line staff, and their co-workers at two Canadian hospitals. Emotion regulation (Gross, 1998a; Gross & John, 2003) was found to moderate the association between attachment and LMX. Additionally, in some instances leaders' trait affectivity interacted with emotion regulation to influence the impact of leader attachment on LMX quality. Theoretical and applied implications of these findings are discussed. / Thesis / Doctor of Philosophy (PhD)