A Case Study of Diversity and Leader Member Exchange in Intercollegiate Athletics

2012 ◽  
Vol 1 (1) ◽  
pp. 18-22
Author(s):  
Samuel Y. Todd ◽  
Ian Christie ◽  
Marshall J. Magnusen ◽  
Kenneth J. Harris
Keyword(s):  
Intercollegiate Athletics ◽  
Work Group ◽  
Real Life ◽  
Performance Outcomes ◽  
Leader Member Exchange ◽  
Sport Organizations ◽  
Member Exchange ◽  
Questions And Answers ◽  
Facility Maintenance

This case highlights key elements in Pelled’s (1996) model of diversity, and is based on real life interactions of an actual grounds crew in intercollegiate baseball. The small work group of three individuals collectively prepares the grounds of a new collegiate ballpark for opening day. In the course of daily facility maintenance, the staff encounters both affective and substantive conflict according to Pelled’s model. This leads to both destructive and constructive performance outcomes. Also of issue in the case is the differential relationship that the supervisor shares with each of his subordinates, or leader member exchange (LMX). Together with the teaching notes, the case is designed to highlight (1) elements of group conflict arising from demographic diversity and (2) the nature of LMX within sport organizations. An overview of theory, student applications, and discussion questions and answers are provided to aid instructors in teaching this case.

scholarly journals Workplace Dynamics in Professional Sport: A Case Study of Identification, Political Skill, and Personal Control

2019 ◽  
Vol 8 (S1) ◽  
pp. S28-S32
Author(s):  
Steve Swanson ◽  
Samuel Y. Todd
Keyword(s):  
Work Group ◽  
Real Life ◽  
Personal Control ◽  
Professional Sport ◽  
Sport Organizations ◽  
Political Skills ◽  
Diverse Backgrounds ◽  
Questions And Answers ◽  
Difficult Challenge ◽  
Employee Identification

This case is based on a collection of real-life scenarios encountered by employees working for professional sport organizations. The workplace in this environment contains circumstances distinct to the sport context which this case aims to highlight. A small work group of three individuals with diverse backgrounds representing key departments in a professional basketball club are brought together to lead a difficult challenge in the community. Over the course of the season, several meetings and personal interactions play out which present difficulties in productivity due to individual differences in human relations capacity and varying psychological connections with the environment. In combination with the teaching notes, the case is designed to highlight (1) the special nature of employee identification in the professional sport setting, (2) an array of political skills which are relevant and useful to the sport workplace, and (3) the role of perceived personal control in sport organizations. An overview of theory and its specific application to the case is provided along with discussion questions and answers to aid instructors in effectively engaging with students around the topical areas.

A Case Study of Diversity and Leader Member Exchange in Intercollegiate Athletics

2012 ◽  
Author(s):  
Samuel Y. Todd ◽  
Ian Christie ◽  
Marshall J. Magnusen ◽  
Kenneth J. Harris
Keyword(s):  
Intercollegiate Athletics ◽  
Leader Member Exchange ◽  
Member Exchange

Relationship building in empowering leadership processes: A test of mediation and moderation

2015 ◽  
Vol 21 (4) ◽  
pp. 369-387 ◽  
Author(s):  
Won Jun Kwak ◽  
Christine L Jackson
Keyword(s):  
Psychological Empowerment ◽  
Work Group ◽  
Relationship Building ◽  
Leader Member Exchange ◽  
Dyadic Relationship ◽  
Empowering Leadership ◽  
Positive Effects ◽  
Lmx Theory ◽  
Member Exchange ◽  
Mediation And Moderation

AbstractThe direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.

Personalized and Depersonalized Responses to Leaders’ Fair Treatment: Status Judgments and Leader–Member Exchange as Mediating Mechanisms

2016 ◽  
Vol 43 (6) ◽  
pp. 1037-1067 ◽  
Author(s):  
Amer Ali Al-Atwi
Keyword(s):  
Social Identity Theory ◽  
Work Group ◽  
Group Identification ◽  
Interactional Justice ◽  
Leader Member Exchange ◽  
Relational Identification ◽  
Member Exchange ◽  
Mediating Mechanisms ◽  
Using Data ◽  
Work Group Identification

By extracting insights from leader–member exchange (LMX) theory and social identity theory, this study predicted that a leader’s interactional justice is associated with followers’ multifoci identification by personalized and depersonalized mediating mechanisms. Specifically, we hypothesized that a leader’s interactional justice affects (a) followers’ relational identification via the LMX as a personalized response and (b) followers’ work-group identification via status judgments (pride and respect) as a depersonalized response. The study’s constructs were measured on three separate occasions over an interval of 4 months, using data from a sample of 322 employees at a large public university. As predicted, we found that (a) LMX mediates the relationship between interactional justice and relational identification and (b) status judgments (pride and respect) mediate the relationships between interactional justice and work-group identification. Theoretical and practical implications for these findings are discussed.

scholarly journals Relative Leader-Member Exchange Within Work Groups: The Mediating Effect of Leader-Member Conversation Quality on Group-Focused Citizenship Behavior

2019 ◽  
pp. 232948841987167
Author(s):  
Hassan Abu Bakar ◽  
Stacey L. Connaughton
Keyword(s):  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Work Groups ◽  
Work Group ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Linear Modeling ◽  
Member Exchange ◽  
Group Members

We introduce a multilevel model that examines how and when relative leader-member exchange (RLMX) within the work group associates with group members’ commitment and organizational citizenship behavior. Results of the study are based on data gathered from a sample of 155 leader-member dyads within 25 work groups in a Malaysian organization and provide support for the hypotheses. Specifically, the results obtained from the analysis of a hierarchical linear modeling showed that leader-member conversation quality mediates the relationship between RLMX and group-focused citizenship behavior. The findings suggest that the relative group members’ ratings of leader-member exchange have the ability to influence the quality of leader-member conversation and that this positive relationship of RLMX on group-focused citizenship behavior is contingent on the direct and indirect effect of leader-member conversation quality.

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