David V. Day

Bio: David V. Day is an academic researcher from Claremont McKenna College. The author has contributed to research in topics: Leader development & Leadership development. The author has an hindex of 49, co-authored 124 publications receiving 15228 citations. Previous affiliations of David V. Day include University of Western Australia & Singapore Management University.

Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues

Abstract: 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 job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. The relationship between LMX and actual turnover was not significant. Leader and member LMX perceptions were only moderately related. Partial support was found for measurement instrument and perspective (i.e., leader vs. member) as moderators of the relationships between LMX and its correlates. Meta-analysis showed that the LMX7 (7-item LMX) measure has the soundest psychometric properties of all instruments and that LMX is congruent with numerous empirical relationships associated with transformational leadership. Within the broad area of organizationa l leadership, leader-member exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes. First proposed by Graeri and colleagues (Dansereau, Cashman, & Graen, 1973; Dansereau, Graen, & Haga, 1975; Graen, 1976; Graen & Cashman, 1975), LMX is distinguished from other leadership theories by its focus on the dyadic relationship between a leader and a member. Unlike traditional theories that seek to explain leadership as a function of personal characteristics of the leader, features of the situation, or an interaction between the two, LMX is unique in its adoption of the dyadic relationship as the level of analysis. Although the theory has been modified and expanded

Leadership development:: A review in context

Abstract: Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations

Advances in leader and leadership development: A review of 25 years of research and theory

Abstract: The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly . Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed.

Leadership capacity in teams

Abstract: The present article examines the state of the field regarding leadership in teams. A perspective is advanced that considers leadership as an outcome of team processes (e.g., teamwork and team learning) that provides resources for better team adaptation and performance in subsequent performance cycles. This perspective complements but does not replace the perspective of leadership as an input to team processes and performance. Specific facets of the teaming cycle are reviewed, including the nature of teamwork and interventions designed to facilitate its development, the role of team learning as different from individual learning, and relatively recent advances in understanding shared and distributed leadership (DL). These components of team leadership are cast within an emerging IMOI (inputs, mediators, outcomes, inputs) framework proposed for understanding the cyclical and ongoing nature of teams in organizations.

Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis

Abstract: An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis. Results from 86 independent samples (N= 48,750) indicated that applicants who hold positive perceptions about selection are more likely to view the organization favorably and report stronger intentions to accept job offers and recommend the employer to others. Applicant perceptions were positively correlated with actual and perceived performance on selection tools and with self-perceptions. The average correlation between applicant perceptions and gender, age, and ethnic background was near zero. Face validity and perceived predictive validity were strong predictors of many applicant perceptions including procedural justice, distributive justice, attitudes towards tests, and attitudes towards selection. Interviews and work samples were perceived more favorably than cognitive ability tests, which were perceived more favorably than personality inventories, honesty tests, biodata, and graphology. The discussion identifies remaining theoretical and methodological issues as well as directions for future research.

Common method biases in behavioral research: a critical review of the literature and recommended remedies.

Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

Defining supply chain management

Abstract: A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.