Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes

2009 ◽  
Vol 20 (3) ◽  
pp. 452-465 ◽  
Author(s):  
Claudia C. Cogliser ◽  
Chester A. Schriesheim ◽  
Terri A. Scandura ◽  
William L. Gardner
Keyword(s):  
Work Attitudes ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
Follower Perceptions

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

scholarly journals Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange

2016 ◽  
Vol 69 (12) ◽  
pp. 2177-2200 ◽  
Author(s):  
Corine Boon ◽  
Michal Biron
Keyword(s):  
Elderly Care ◽  
Leader Member Exchange ◽  
Care Organization ◽  
Job Fit ◽  
Exchange Relationships ◽  
High Quality ◽  
Person Environment Fit ◽  
Member Exchange ◽  
Person Organization Fit

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

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