Leader-member exchange and work outcomes : a multiple leadership perspective
Bader, Byron M.
University of Lethbridge. Faculty of Management
Lethbridge, Alta. : University of Lethbridge, Faculty of Management, c2008
This study focused on multiple leader-member exchange (LMX) relationships between employees and two different supervisors. Furthermore, the study focused on the relationship that the leaders themselves had with each other (the leader-leader exchange (LLX)). Last, the study focused on the moderating effect that leadership structure (hierarchical or distributed) has on the relationship between LMX and employee outcomes. The study consisted of 111 employee and supervisor dyads from various business sectors. Analysis showed that LMX significantly correlated with affective organizational commitment, job performance, and organizational citizenship behavior (OCB). LMX with a second supervisor did not significantly moderate the relationship between LMX and employee outcomes, but did prove to be an additional predictor with regards to OCB. LLX moderated the relationship between LMX and OCB, but had little effect on affective organizational commitment and job performance. Finally, leadership structure did not moderate any of the hypothesized relationships.
ix, 105 leaves : ill. ; 29 cm
Industrial relations , Employees -- Attitudes , Supervisors -- Attitudes , Work environment