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LMX T
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Introduction
LMX Theory describes how Leaders in
groups maintain their position and obtainresults through a series of interactions
with their subordinates
LMX theory was originally called
Vertical Dyad Linkage.
The Leader-Member Exchange theory (shortly LMX t
occupies a unique position among leadership theories b
its focus on the dyadic relationship between leader and
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IDEA 1
IDEA 2 IDEA 3
Doesnt focus on eitherleader or follower
Exchange: Looks at
interactions between
leader and
subordinates
Introduces the Idea of
an IN and OUT
group
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Negotiations take place both wa
Influx of information, influence,
Two Way Street
More involvement and Dependa
Do more for me, Ill do more fo
No interest in an equal exchange One Way
No extra Input / No extra Output
Leader and follower remain formal
Minimal interaction between leader and follower
Come to work, do your job, Go home!!
Relationship TypesDefined RelationshipsOut Groups
Expanded Relationships
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Leadership MakingThe three p
StrangerOUT Group
Hierarchical RelationshipMonetary Motivation
Self - Interested
AcquaintanceTransitional
Offer of ExchangeSharing of Ideas
Testing Period
Respect develops
Goal & Self Oriented
Leaders should strive to have all subordinates as part of the
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THEEXCHANGE
High QLow E =
ACQ
Low QLow E =
ACQ
Low QLow E =
STR
PartnerIN Group
Mutual Trust
Sense of Obligation
ReciprocityFavors & Assistance
Group & Goal Interest
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Factors Affecting LMX Follower Attributes
Ability
Willingness
Initiative
Leader Follower Perceptions of Each other Cognitive Similarities
Personal & interpersonal communication
Social Exchanges
Situational Factors Try-outs ( Role Episodes)
Other Factors Perceived Contractual Breach
Decision power of leader in the organisationals hierarchy
Task Characteristics
Caution
Organizational communication to followers
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LMX theory works in two ways: it describes leadersh
prescribes leadership In both - the central concept is the dyadic relationship
Descriptively: To study the leadership It suggests that it is important to recognize the existence of in
out-groups within an organization
Significant differences in how goals are accomplished using in-
out-groups
Relevant differences in in-group vs. out-group behaviors
How can LMX be used?
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Prescriptively: To execute effective leadership
strategy
Leader forms special relationships with all subord
Leader should offer each subordinate an opportu
new roles/responsibilities
Leader should nurture high-quality exchanges w
subordinates
Rather than concentrating on differences, leader
on ways to build trust & respect with all subordin
resulting in entire work group becoming an in-gro
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Identify Out-group
Analyze past performance
Draw characteristics
Explore Motivation
Task preferences
Career goals
Personal Aspirations
Leader Follower feedback
Reduce De-motivation
Create Partnership
Increase try-outs & role episodes
Working Model for improving L
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How do you measure attitudes & belief LMX 7
Assumption of mutual trust, loyalty & resp
Cannot measure social linkages
Ethical Dilemma
Pygmailian Bias
Criticisms & Biases
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Innovation in Globally Distribu
Teams: The Role of LMX,Communication Frequency, a
Member Influence on Team
DecisionsRavi S. Gajendran and Aparna Jos
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Proposed Theory In traditional team settings proximity facilitates a sense of belonging th
members to contribute to the team
Distributed team settings are characterized by an impoverished team elacking the material, social, and symbolic cues that drive engagement w
collective.
Leadermember exchangeis instrumental for fostering member involv
globally distributed teams.
High-quality LMX is characterized by leaders treating followers as uniqudeveloping ongoing dyadic relationships that are sustained through exc
material and socio-emotional resources
High-quality LMX could motivate members to provide inputs that influe
tasks and decisions.
Member influence on team decisions impacts team innovationthe de
new ideas, processes, products, and procedures
h
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Hypothesis 1: Team dispersion will
moderate the positive relationshipbetween LMX and member influence
on team decisions such that therelationship will be stronger for teams
that are more dispersed.
Hypothesis 2 :Commfrequency with the teamoderate the positive
between LMX and memon team decisions su
relationship will be strcommunication freque
Hypothesis 3: The positive relationship
between LMX and member influence on teamdecisions will be jointly moderated by team
dispersion and communication frequency withteam leader. When communication frequency
is high, the relationship will be stronger asteam dispersion increases. When
communication frequency is low, relationshipstrength will not depend on the level of team
Hypothesis 4:Team-leinfluence on team dec
positively related to tea
HYPOTHESIS
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THEORETICAL FRAMEWORK
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METHODOLOGY
A third of the respondents were based outside USA including
Japan, Korea, and Australia.
224 responses were reported in all from which a final sample
of 167 individuals from 40 teams
Teams were responsible for resolving complex and unantic
software- and hardware-related problems from across the
Employees surveyed for this study were involved in problem
teams
Survey was conducted in the software services division of
multinational Fortune 500 IT company with head quarters
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5 item Measures
Member
influence
on team
decisions
Qualityof
leader
member
exchange
Commun
ication
frequency with
team
leader
Teamdispersio
n
Team
innovati
on.
IMPLICATIONS
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IMPLICATIONS Member input on team activities and decisions is a critical driver for te
innovation
The study suggest that high-quality LMX relationships are effective in c
member inclusion and involvement in team decisions in highly disperswhen they are accompanied by frequent leadermember communica
For high-dispersion teams, when leadermember communication freqthe advantages to its members from a high-quality LMX relationship a
Personalized dyadic exchanges can lead to socialized outcomes benefitcollective.
To accelerate the development of LMX with distant team members, tebe composed of members whose past performance provides a clear siexpertise.
The study identifies that a relationship-based leadership approach in tLMX in combination with frequent leadermember communication camembers together and spur team innovation
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Ab t t
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Abstract
LMX differentiation in relation to team are still relatively r
Study among 269 Dutch secondary school teachers from 3
teams tested the hypotheses
Teachers completed questionnaires on LMX quality, dissimteam commitment
Principalsrated team performance
ResultLMX differentiation is positively related to both ovariables in teams but with a low LMX-quality median onl
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Introduction LMX theory contends that leaders develop different
relationships with each of their subordinate through
of work related exchanges (Graen & Cashman, 1975Scandura, 1987)
The development of differential relationships amonand the subordinates who directly report to them inwork groups is referred to as LMX differentiation.(LiWayne, 2006)
The main goal of this study is to examine the relatio
between LMX differentiation and two relevant outc
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LMX differentiation, team performa
and affective team commitment
First outcome variable team performance it is key
for leadership effectiveness
Second outcome variable affective team commitmen
can be defined as the individuals emotional attachmen
identification with, and involvement in the team. It is g
by free choice.
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LMXmedian as a moderator
The study tested whether LMX differentiation and te
performance and team commitment depends on tea
quality median.
In the study , LMX-quality median is used rather tha
LMX-quality.
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Hypothesis 1a
The median level of LMX within a team
moderates the relationship between team
LMX differentiation and team performanc
that LMX differentiation is positively relate
team performance when LMX-quality medlow, but is not related to team performan
LMX-quality median is high.
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The median level of LMX within a team moderates therelationship between team-level LMX differentiation anmembers affective commitment to the team, so that LMdifferentiation is positively related members affective tcommitment when LMX-quality median is low, but is noto members affective team commitment when LMX-qumedian is high.
Dissimilarity among team members regarding work valupositively related to LMX differentiation
Hypothesis 1b
Hypothesis 2
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Research Framework
Dissimilarity among
team members
LMX Differentiation
1. Team p
2. Affeccom
LMX Quality Median
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Methodology1. Participants and procedure
Demographics
Response rate
2. Instruments Team LMX Quality
LMX differentiation
Dissimilarity among team members
Team performance
Affective team commitment
3. Data analysis: Agreement of within team responses, consisteresponses, ANOVA, Boxs M Test, Hierarchical multiple regres
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Results Teams LMX quality median was significantly, positively re
team performance and affective team commitment. Dissamong team members was positively related to LMX diff
In teams with a high LMX quality median, LMX differentiasignificantly related to team performance (Beta = -.07; t =p>.05); while; for teams with a low LMX quality median (
relationship between LMX differentiation and team perfosignificant and positive (Beta = 0.50; t= 2.23; p
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Continued.. For teams with a high LMX quality median, LMX different
not related to members affective team commitment (Bet= -1.10; p>.05); while; for teams with a low LMX quality mrelationship between LMX differentiation and members ateam commitment is significant and positive (Beta = 0.20p
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Discussion
Implication for theory and research
Practical implications
Limitations
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Leadermember Exchange (LM
Job Autonomy, and CreativeWork Involvement
Judith Volmer, Daniel Spurk, CornelNiessen
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INTRODUCTION
Creativity is the generation of novel and useful idea and i
considered to be a key driver for organizational effectivensurvival
Creative work involvement is the extent to which an empengages his or her time and effort resources in creative passociated with work
Job autonomy is the extent to which employees have a mscheduling their work, selecting the equipment they will deciding on procedures to be followed.
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HYPOTHESIS
Hypothesis 1 :The quality of leadermember exchawill be positively related with creative work involvem
Hypothesis 2 : Job autonomy will moderate the relabetween the quality of LMX and creative work involvsuch that the relationship is stronger for persons witjob autonomy.
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METHODOLOGY
Study was conducted at a large, internationally operating
technology firm in Germany.
This site manufactures medical systems (e.g., X-ray apparnuclear spins).
The company had at the time about 2500 employees at t
A total of 378 randomly selected employees were asked tparticipate.
RESULT
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RESULT
Findings revealed that creative work involvement was highest for empexperienced a good relationship with their leader and who also had gautonomy.
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IMPLICATIONS One major finding was that LMX was positively relate
creative work involvement under high levels of job au
but unrelated with creative work involvement under
levels of job autonomy.
This implies that a high-quality LMX relationship, wh
associated with many numerous work and non-work
outcomes, is not sufficient when employees experien
design constraints
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Continued..
High quality of LMX connections at work might also be re
work and job involvement as well as for job commitment
LMX alone is positive for creative work involvement but t
be augmented by granting job autonomy.
Persons with disciplinary responsibilities as well as perso
higher education indicated more creative work involveme
compared to others.
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