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.

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

The field of organizationa l justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizationa l justice.

/pdf/justice-at-the-millennium-a-meta-analytic-review-of-25-years-b9qfmr75n2.pdf

Justice at the millennium: a meta-analytic review of 25 years of organizational justice research

This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

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.

기독교 사역과 Leadership

The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Task type moderated the relationship between leader role expectations and innovative behavior.

https://www.jstor.org/stable/pdfplus/256701.pdf

Determinants of innovative behavior: a path model of individual innovation in the workplace

A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process

The purpose of this article is to present a comprehensive, qualitative, narrative review of the leadership literature with an explicit focus on levels-of-analysis issues. Focusing on conceptual and empirical publications (books, book chapters, and journal articles) over the last 10 years in 17 areas of leadership research, we reviewed and coded 348 journal articles and book chapters for the degree of appropriate inclusion and use of levels of analysis in theory formulation, construct/variable measurement, data analytic techniques, and inference drawing. In general, while the literature on leadership is vast and growing, relatively few studies in any of the areas of leadership research have addressed levels-of-analysis issues appropriately in theory, measurement, data analysis, and inference drawing. Nevertheless, the findings reported are encouraging, as levels issues are still relatively new to the leadership field and some progress clearly has been made in the last decade. The implications of the current state-of-the-science for future research and the advancement of study in leadership are discussed.

https://isiarticles.com/bundles/Article/pre/pdf/13661.pdf

Leadership and levels of analysis: A state-of-the-science review

Theory testing in organizational behavior : the varient approach

This paper proposes that the receipt of negotiating latitude and support for self-worth from superiors empowers subordinates by increasing their perceptions of control. Subordinates reciprocate by performing in accordance with supervisory preferences. Additionally, superiors who utilize empowering leadership practices are predicted to be viewed as fair by subordinates. The results from the analysis of data collected from 92 superior-subordinate dyads support these hypotheses. The implications of empowerment for management are discussed.

Leadership and Empowerment: A Social Exchange Perspective

This study examined the psychological processes that might underlie the relationship between transformational leadership (i.e., individualized consideration and charisma) and individual- and group-level multifocal organizational citizenship behaviors (OCBs). In doing so, we focused on the potential mediating role of individual- and group-level justice perceptions of a follower(s) in transformational leadership processes. Specifically, we hypothesized that at the individual level, a leader's individualized consideration relates to leader-directed OCBs through interpersonal justice, whereas at the group level, a leader's charisma relates to group-directed OCBs through procedural justice climate. The individual- and group-level models as well as the various alternative models were tested using a sample of 159 employees (including 40 supervisors and their immediate subordinates) embedded in 40 groups from 25 branches of a large, multinational bank in Korea. The results supported our hypothesized relationships, suggesting that individual- and group-level justice perceptions play important roles in the linkage between transformational leadership behaviors and OCBs at both the individual and the group levels.

https://isiarticles.com/bundles/Article/pre/pdf/19495.pdf

Fred Dansereau

Papers

A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process

Leadership and levels of analysis: A state-of-the-science review

Theory testing in organizational behavior : the varient approach

Leadership and Empowerment: A Social Exchange Perspective

Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors.