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Motivation är ett komplext fenomen där det är olika faktorer som spelar roll från individ till individ. Förändringar är en stor del i människor vardag och storleken på den organisatoriska förändringen påverkar hur lätt eller svårt det är att motivera till dem. Då människor reagerar olika behöver en förändringsledning anpassa sig utifrån individer då motivationen är en viktig faktor för ett lyckatförändringsarbete. Denna studie avser att undersöka faktorer som bidrar till en ökad motivation utifrån både ett ledar- och medarbetar- perspektiv. Sex kvalitativa intervjuer har genomförts inom två företag med uppdelningen av två ledare från ena företaget samt två ledare och två medarbetare från det andra företaget. Resultatet påvisar transparens, tydlighet och delaktighet är viktiga aspekter för att skapa motivation inför större förändringsarbeten. Relationen mellan ledning och medarbetare står sedan i fokus inom diskussionen som grundar sig i ledarskapsteorin Leader-Member Exchange Theory. / <p>PE207G. Examinationsdatum: 2023-08-17.</p>

There are some subordinates that have a deep understanding of their supervisor’s world. More than others, they understand their supervisor’s work relationships, preferences, demands, and resources. The goal of this thesis was to predict and test how this collection of strategic and sensitive information, or follower political knowledge, develops. Using the active perspective-taking framework, I focused on a subordinate’s motivation, capacity, and opportunity to acquire follower political knowledge. In particular, I hypothesized that key individual, relational, and contextual factors would predict follower political knowledge. Two studies were conducted to test these predictions: a cross-sectional survey of 467 employees and a cross-sectional survey of 174 supervisor-subordinate dyads. Across studies, political skill, leader-member exchange, and supervisors’ trust were the strongest predictors of follower political knowledge. The implications of these findings present a case to be made for the role of follower political knowledge in effective followership. / October 2016

The aim of this study was to examine the relationship between work locus of control, the quality of exchanges between subordinates and leaders (leader-member exchange) and job satisfaction. The research design of this study was a non-experimental, cross-sectional mediator design. A biographical questionnaire was used to ascertain the demographic information for the participants. Work locus of control was assessed using Spector’s (1988) work locus of control measure. Leader Member exchange was measured utilizing the member form of the leader member exchange scale LMX7. Job satisfaction of the employees was measured using The Warr 15-item Job Satisfaction Scale (JSS). The sample consisted of 115 employees from all levels of the organisation with the exception of members in top management. The sampling strategy that was utilised was non-probability sampling in which participants were recruited on the basis of their willingness to participate in the study. The study used correlations and regression analyses to analyse the data. The results of this study indicated that work locus of control had an inverse relationship with job satisfaction and leader member exchange. Mediation regression analysis indicated that leader member exchange partially mediated the relationship between work locus of control and job satisfaction. In view of the findings of this study, it is suggested that researchers on industrial relations could focus on ways in which South African organisations could improve employee-manager relations through the management of employee work locus of control, leader-member exchanges and workplace factors that contribute to employee job satisfaction

Research motive and aims: The leadership theories usually focu on efficiency of leaders, and a little of related theory discuss the issues of organization behavior, work satisfaction, commitment of organization, equity perceptions, especially attribution of leadership. Researcher will search for several problems form the view of confliction of attributions in this report. First, what do leaders use when they attributed? And what will influence the outcome of leaders¡¦ attribution. Finally, does confliction of attributions influence pressure of employee. And do they have any related relationship? Conclusion: The most of null hypothesis are rejected in this report. Finally, this research did provide evidence to prove that conflict of attributions and employee pressure have related relationship.

ABSTRACT Patient safety and safety outcomes in hospitals are a major concern. A hospital’s safety climate indicates the degree to which the organization prioritizes patient safety and achieves intended care outcomes. Relationships between nurse managers and frontline nurses and relationships between health care team members are pivotal in promoting a positive safety climate which in turn reduces adverse patient outcomes. Therefore, the purpose of this study was to examine frontline nurses’ perceived relationships with nurse managers and health team members to identify factors associated with safety climate (SC) in a community hospital located in a western Canadian city. The study was guided by Leader-Member Exchange (LMX) theory. Leader-Member Exchange theory postulates that dyadic relationships and work roles develop over time through a series of exchanges between nurse managers and frontline nurses. The study further incorporated Team-member exchange (TMX), a theoretical extension of LMX. Team-Member Exchange was used to guide the study of reciprocal exchanges among nurses and other members of the health care team. A non-experimental, cross-sectional survey design was used to explore the relationship between acute care nurses’ perceived LMX, TMX, and SC. A convenience sampling technique was employed. Licensed practical nurses (LPNs) and registered nurses (RNs) were invited to complete a survey package comprised of four scales. A response rate of 31.1% was achieved with N=105. The majority of respondents were female (89.5%), over 45 years of age, and employed part-time. About half of the respondents were diploma-prepared nurses, whereas the other half had a baccalaureate degree in nursing. Based upon data’s non-normal distribution and various levels of variables, Kruskall Wallis H statistics were used to assess and compare groups in terms of the nurses’ education, gender, length of experience in their current position, specialty experience, organization experience, age, and LMX, TMX, and SC scores. Age was the sole demographic factor that had a statistically significant positive association with LMX and SC. This finding supported the notion that mature nurses enhance the SC. The relationship between TMX, LMX, and SC was explored through Spearman’s rho correlation statistics. LMX and TMX were found to have statistically significant relationships with SC. Multivariable regression analysis was used to identify factors with an association with SC. Nurses’ relationships with team members had a slightly stronger association with SC in comparison with LMX. Over 66% of SC variance was accountable by LMX, TMX, and nurses’ age. This study’s results support the nurse manager who partners with nurses to promote team work to deliver safe patient care and accomplish organizational goals. The presence of strong leadership that incorporates LMX and TMX theories into practice with the reliance upon mature nurses may facilitate the attainment of a positive SC and positive patient outcomes. Further longitudinal studies are recommended to add to the knowledge of the relationships between LMX, TMX, SC and patient outcomes.

The efficacy of leadership coaching to improve leader and organizational outcomes cannot be overstated. However, a thorough understanding of some of the inputs and process variables involved in coaching has not been empirically established to date. To address this issue in the leader development and coaching literature, I examined the characteristics of the coaches and the coachees and their relationships with two relational variables potentially involved in coaching relationships (i.e., leader-member exchange and trust). The importance of leadership to work outcomes and leader development is highlighted, followed by a discussion of the specific leader development technique of coaching. The discussion then moves to the relational variables of interest involved in coaching, namely leader-member exchange (LMX) and trust, drawing from research on team and leadership phenomena. Specific inputs (e.g., coach and coachee characteristics) and their impacts on the relationships of interest are discussed. This work focuses on hypotheses in three streams of research: characteristics of coaches and coachees, LMX, and trust. The findings from this research indicate that a coach's experience, specifically operationalized as the activities he or she has experience in, positively predicts LMX, and self-efficacy positively predicts LMX and trust in the coaching relationships. The theoretical and practical implications of this project are noted.

Because cognitive categories associated with the evaluation of a working relationship are stable at times, yet dynamic under specific conditions, understanding leader-member exchange (LMX) and identifying cognitive correlates associated with exchange quality is perplexing (Foti, Knee & Backert, 2008). The purpose of this study was to investigate how congruence between a leader's and follower's leader and follower prototypes affects the quality of the leader-member exchange relationship as assessed by each partner in the dyadic pair. Leaders and followers in 68 dyadic pairs performed a series of tasks in a laboratory setting. Multiple assessments of liking and trust for each other, as well as LMX quality from their perspective were made. Congruence on leader prototypes significantly predicted follower assessed LMX; followers' liking and trust for leaders fully mediated this relationship. In addition, congruence on follower prototypes significantly predicted leader assessed LMX; leaders' liking for followers fully mediated this relationship. These results emphasize the reciprocal nature of LMX relationships. Practical implications of having high quality LMX include, but are not limited to, higher satisfaction and commitment, less conflict, and higher performance ratings. / Master of Science

The goal of this study is to stimulate dialog in the research community around a model of learning linked to leadership in organizations. It is an attempt to integrate various communities of practice and divergent approaches by placing equal emphasis on developing a model of organizational learning as well as on embedding the development process itself into the context of a scientific dialog. A model of how learning in organizations can be conceptualized as a role negotiated between superiors and their subordinates is developed and investigated. The model postulates that individuals in organizations accomplish learning by specializing in certain learning tasks. This specialization is based on role behaviors and resources that constrain or facilitate learning opportunities negotiated in the workplace between subordinates and their superiors. How this learning may be shared to result in organizational learning and implications for theory development are discussed.

Both leader-member exchange (LMX) and organizational justice have commanded a great deal of attention in organizational research. Despite this attention, these two research areas are seldom integrated for examination. This dissertation aimed at helping to integrate these two areas and extend them to a higher level of analysis. Two models were developed at the individual- and group-levels of analysis. In the individual-level model, LMX quality was hypothesized to interact with role breadth self-efficacy (RBSE) and two group characteristics — LMX differentiation and intra-group communication — to impact justice perceptions. It was further hypothesized that justice perceptions would mediate the association between LMX quality and various individual outcomes. In the group-level model, it was hypothesized that LMX differentiation would impact justice climate strength in groups which in turn would affect group-level outcomes. Moreover, justice climate strength was hypothesized to impact these group-level outcomes through two group processes — relationship conflict and team-member exchange (TMX). Data collected from 413 members constituting 87 groups in a corps of cadets revealed that LMX quality interacted with RBSE, LMX differentiation, and intra-group communication to affect procedural and interactional justice perceptions. In addition, distributive, procedural, and interactional justice perceptions partially mediated the impact of LMX quality on group members' commitment to the leader, satisfaction with the leader, job performance, and citizenship behaviors to different degrees. When extended to the group-level of analysis, LMX differentiation in groups was found to lower the strength of distributive, procedural, and interactional justice climates in the groups. These weak justice climates promoted more relationship conflict and hindered social exchange among group members. They also dampened group members' commitment to the group, satisfaction with the group, group performance, and citizenship behaviors in the group. Contributions, practical implications, and future directions for research on LMX and organizational justice are discussed. / Ph. D.