Table Page 1 Outcomes and Corresponding Studies Investigated Based on LMX 21 2 Summary of Study Instruments 34 3 Profile of Supervisors 36 4 Profile of Subordinate 37 5 Summary of Final Factor Loading for LTX (Leader) 39 6 Summary of Final Factor Loading for LTX (Team) 40 7 Summary of Final Factor Loading for POS 41 8 Summary of Final Factor Loading for OCB 42 9 Summary of Final Factor Loading for Performance 43 10 Summary of Final Factor
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http://www.mindtools.com/pages/article/leader-member-exchange.htm The Leader-Member Exchange Theory Getting the Best From all Team Members (Also known as LMX or Vertical Dyad Linkage Theory) Meaning of LMX This situation is at the heart of the Leader-Member Exchange Theory. This theory‚ also known as LMX or the Vertical Dyad Linkage Theory‚ explores how leaders and managers develop relationships with team members; and it explains how those relationships can either contribute to growth or hold people
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Leader-Member Exchange LMX in Managing Resistance to Change Mazen Al Ghadban Amberton University Course: Leadership Theory‚ Application and Skill Development Assignment: 1 Abstract This study suggests that the success in minimizing resistance to change in organizations relies on the quality of the relationships between followers and their leaders. Within the broad area of organizational leadership‚ the Leader-Member Exchange (LMX) theory has evolved into one of the more interesting and useful
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Leader Member Exchange Theory Considerable research has shown that leaders can significantly influence individual‚ group‚ and organizational performance (Gerstner & Day‚ 1997; Judge‚ Piccolo‚ & Ilies‚ 2004; Lowe‚ Kroeck & Sivasubramaniam‚ 1996). Different leadership theories articulate a number of mechanisms through which leaders have such influences (Northouse‚ 1997). An alternative approach to understanding leaders’ influence on individual follower or subordinate effectiveness is through the focus
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Jawahar‚ I. M. (2002). The influence of dispositional factors and situational constraints on end user performance: a replication and extension. Journal of End User Computing‚ 14(4)‚ 17-36. Locke‚ E. A.‚ Shaw‚ K. N.‚ Saari‚ L. M.‚ & Latham‚ G. P. (1981). Goal setting and task performance: 1969-1980. Psychological Bulletin‚ 90‚ 125-152.
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situation and not every leader uses the right technique for their followers. The most important part of being a leader‚ is understanding their followers so they can understand which approach would best fit them and the situation. When it comes to sports coaches‚ it is difficult to know what the most effective technique will be going into the job. Sometimes it is simply easier to have a generalized approach than attempt to individualize the method to every player. Either way‚ the goal is always to reach
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LEADER MEMBER EXCHANGE THEORY (LME) Leader-member Exchange (LME) flows from literature on transformational leadership‚ extant in the 1970s. A number of fundamental concepts are quite old‚ such as rewards for supporting leadership being as old as political philosophies from Classical Greek days. The formalization of LME stems from the term "Vertical Dyad Linkage (VDL)‚ a concept developed by Dansereau‚ Graen‚ and Haga in 1975‚ with their paper‚ "A Vertical Dyad approach to leadership within formal
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Psychology 1997‚ Vol. 82. No. 6‚ 827-844 Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues Charlotte R. Gerstner and David V. Day The Pennsylvania State University The leader-member exchange (LMX) literature is reviewed using meta-analysis. Relationships between LMX and its correlates are examined‚ as are issues related to the LMX construct‚ including measurement and leader-member agreement. Results suggest significant relationships between LMX and
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Attachment Styles in Leader-Member Exchange Theory Will A. Gibson Kansas State University Abstract Leader-member Exchange Theory (LMX) deals with the quality of a work relationship between a leader and a member. A higher quality LMX places members in an in-group with their leader and therefore benefit from increased communication‚ attention‚ and consideration. When there is a lower LMX‚ members are in an out-group characterized by less communication and effort on behalf of the member. This proposal
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situational leadership‚ contingency theory and path-goal theory‚ which focus on followers and the context of the situation. Prior to LMX theory‚ researchers assumed leaders treated followers in a collective way as a group that did not differ by individual. Early studies of LMX theory‚ then called vertical dyad linkage (VDL) theory‚ concentrated on the dynamics of the relationships the leader formed with each of his/her subordinates‚ or team members (Northouse‚ 2013). Each of these relationships
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