A model of relational leadership: The integration of trust and leader–member exchange
TLDR
This paper presented a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust, which asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other.Abstract:
This article presents a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust. This model asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other. These perceptions, in turn, influence the behaviors predicted by LMX researchers. This integrated model of relational leadership provides insights into the dynamics of leader-subordinate relationships and resolves some of the inconsistencies in the LMX research without losing the richness and uniqueness of the exchange theory. A number of propositions for future research in relational leadership are also suggested.read more
Citations
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Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice
Kurt T. Dirks,Donald L. Ferrin +1 more
TL;DR: Estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates are provided and a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in Leadership and its operation.
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An Integrative Model of Organizational Trust: Past, Present, and Future
TL;DR: A considerable amount of research has examined trust since the 1995 publication of as discussed by the authors, and a number of the critical issues that we addressed and provided clarifications and extensions of the topics of levels of analysis, time, control systems, reciprocity, and measurement.
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Leadership development:: A review in context
TL;DR: A recent 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 as mentioned in this paper.
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Relational Leadership Theory: Exploring the social processes of leadership and organizing
TL;DR: While the concept of relationship-oriented behavior has been around since the earliest formal studies of leadership in organizations (Stogdill and Coons, 1957), the term relational leadership is surprisingly new (Brower et al., 2000; Drath, 2001; Murrell, 1997; Uhl-Bien, 2003, 2005) as mentioned in this paper.
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A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange Integrating the Past With an Eye Toward the Future
TL;DR: In this article, a comprehensive empirical examination of LMX antecedents and consequences has been conducted, which included 247 studies, containing 290 samples, and 21 antecedent and 16 consequences of leader-member exchange quality.
References
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Journal ArticleDOI
An Integrative Model Of Organizational Trust
TL;DR: In this paper, a definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs, and several research propositions based on the model are presented.
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Not So Different After All: A Cross-Discipline View Of Trust
TL;DR: In this article, the authors adopt a multidisciplinary view of trust within and between firms, in an effort to synthesize and give insight into a fundamental construct of organizational science, while recognizing that the differing meanings scholars bring to the study of trust also can add value.
Journal ArticleDOI
Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations
TL;DR: In this paper, the authors addressed the nature and functioning of relationships of interpersonal trust among managers and professionals in organizations, the factors influencing trust's development, and the implications of trust for behavior and performance.
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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
George B. Graen,Mary Uhl-Bien +1 more
TL;DR: 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 as discussed by the authors.
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