Individualism and collectivism

New Patterns of Management.

A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange Integrating the Past With an Eye Toward the Future

Foundations of Behavioral Research 2nd ed

This study investigated the career expectations and priorities of members of the “millennial” generation (born in or after 1980) and explored differences among this cohort related to demographic factors (i.e., gender, race, and year of study) and academic performance. Data were obtained from a national survey of millennial undergraduate university students from across Canada (N = 23,413). Data were analyzed using various multivariate techniques to assess the impacts of demographic variables and academic achievement on career expectations and priorities. Millennials placed the greatest importance on individualistic aspects of a job. They had realistic expectations of their first job and salary but were seeking rapid advancement and the development of new skills, while also ensuring a meaningful and satisfying life outside of work. Our results suggest that Millennials’ expectations and values vary by gender, visible minority status, GPA, and year of study, but these variables explain only a small proportion of variance. Changing North American demographics have created a crisis in organizations as they strive to recruit and retain the millennial generation, who purportedly hold values, attitudes, and expectations that are significantly different from those of the generations of workers that preceded them. A better understanding of the Millennials’ career expectations and priorities helps employers to create job offerings and work environments that are more likely to engage and retain millennial workers. This is a large-sample study that provides benchmark results for the millennial generation, which can be compared to results from other generational cohorts, and to millennial cohorts in the future as they progress through their life-cycle. This is one of the few studies that examines demographic heterogeneity within the millennial cohort.

New Generation, Great Expectations: A Field Study of the Millennial Generation

This study explored the extent to which the quality of leader-member exchange (LMX) affects subordinates' perceptions of communication satisfaction in multiple contexts. Findings indicate that the quality of LMX strongly influences subordinates' communication satisfaction in interpersonal (personal feedback and supervisory communication), group (co-worker communication and organizational integration in the workgroup), and organizational contexts (corporate communication, communication climate, and organizational media quality). Further, subordinates' LMXs with their superiors are tightly coupled with larger group and organizational contexts with respect to communication satisfaction. However, the strength of coupling decreases as the "sphere of influence" becomes more distanced and less direct.

Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts

This study examined the extent to which (a) the quality of leader-member exchanges (LMXs) affected perceptions of distributive and procedural organizational justice and (b) perceptions of organizational justice influenced cooperative communication in the work group. Findings indicated that subordinates in low-quality LMXs perceived less distributive and procedural fairness than their peers in high-quality LMXs. Furthermore, as subordinates perceived greater fairness in distributive outcomes and procedures, they tended to believe that communication in the work group was more cooperative.

Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

Cette recherche englobant deux etudes avait un triple objectif : (1) identifier les situations strategiques dans lesquelles superieurs et subordonnes ressentent le besoin de maintenir leurs relations ; (2) decrire les strategies et tactiques de communication que superieurs et subordonnes utilisent sciemment pour maintenir leurs relations ; et (3) examiner la maniere dont superieurs et subordonnes, au cours de differents types d'echanges relationnels, ont recours a des comportements et des activites de communication de maintien dans des situations strategiques de maintien. Les resultats indiquent que 50% environ des situations de maintien identifiees par les personnes interrogees concernaient des contextes interpersonnels en phase de deterioration, 25% concernaient des situations en phase evolutive et 25% des situations ordinaires. De plus, les resultats semblent indiquer que la maniere dont ils utilisent ces strategies est tout a fait unique selon la situation et la qualite des relations entre dirigeant et employes (telle qu'elle est percue par les subordonnes)

Maintenance Communication in Superior-Subordinate Work Relationships.

To advance crisis communication theory and research, this article features communities of concern as the focal point and examines whether multiple voices are best to supply crisis information, evaluation, and advice to make communities more fully functioning. A funded study was conducted (606 completed calls) in three counties in the Houston, Texas (Metropolitan Statistical Area) MSA. The project features these concepts: concern/perception of risk and knowledge of response protocols, risk management/communication, crisis management/communication (precrisis, crisis event, postcrisis), cognitive involvement, fear/denial/efficacy (self, response, and community), and communication infrastructures. The basic question addressed was whether a diverse community becomes more fully functioning by having community emergency management planning and communication (law of requisite variety) reflect that diversity. Results indicate that approximately half of the persons surveyed do not feel adequately prepared to respon...

Crisis and Risk Approaches to Emergency Management Planning and Communication: The Role of Similarity and Sensitivity

This study explored effects of differential quality of leader-member exchange on cooperative communication among members of work groups. Findings suggest that the nature of an individual's own exchange with his or her leader and his or her leader's upward leader-member exchange have significant impact on perceived use of cooperative communication among coworkers. Furthermore, results of this study provide evidence of a tight linkage between vertical dyads and horizontal relationships with respect to cooperative communication.

Jaesub Lee

Papers

Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts

Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

Maintenance Communication in Superior-Subordinate Work Relationships.

Crisis and Risk Approaches to Emergency Management Planning and Communication: The Role of Similarity and Sensitivity

Leader-Member Exchange, the "Pelz Effect," and Cooperative Communication between Group Members.