Dysfunctional of Leader - Member Exchange (LMX) Theory
Leader-member exchange (LMX) theory was initially called the vertical dyad linkage theory. Graen and Cashman introduced it in 1975. It emphasizes on the dyadic relationships between leaders and individual subordinates, instead of the traits or behaviors of leaders or situational characteristics. Acc...
محفوظ في:
| المؤلف الرئيسي: | |
|---|---|
| التنسيق: | أطروحة |
| اللغة: | eng |
| منشور في: |
2009
|
| الموضوعات: | |
| الوصول للمادة أونلاين: | https://etd.uum.edu.my/3629/1/s89311.pdf |
| الوسوم: |
إضافة وسم
لا توجد وسوم, كن أول من يضع وسما على هذه التسجيلة!
|
| id |
my-uum-etd.3629 |
|---|---|
| record_format |
uketd_dc |
| institution |
Universiti Utara Malaysia |
| collection |
UUM ETD |
| language |
eng |
| advisor |
Norita, Deraman |
| topic |
HD28-70 Management Industrial Management |
| spellingShingle |
HD28-70 Management Industrial Management Azlawati, Fahmi Dysfunctional of Leader - Member Exchange (LMX) Theory |
| description |
Leader-member exchange (LMX) theory was initially called the vertical dyad linkage theory. Graen and Cashman introduced it in 1975. It emphasizes on the dyadic relationships between leaders and individual subordinates, instead of the traits or behaviors of leaders or situational characteristics. According to LMX theory, leaders do not treat all subordinates in the same manner, but establish close relationships with some (the in-group) while remaining aloof from others (the out-group). Therefore, this study is intended to examine the perception of out-group members in relation to favoritism, impression management tactics, perception of inequity and member-member exchange (MMX). The respondents of the study are 95 middle managers in the SUK, Shah Alam, Selangor Darul Ehsan. The study found that members do not have perception of injustice when they see in-group members as relying on the use of impression management tactics to gain inclusion into the in-group. There is no positive relationship between favoritism and perception of inequity. Similarly, favoritism does not lead to lower MMX. The result also found that perception of injustice does not mediate the relationship between LMX of in-group members and MMX.
On the other hand, the study found that level of MMX is affected by LMX. Level of MMX is also affected by perception of justice. Since research on dysfunctional LMX is hardly been attempted in Malaysia, it is interesting to further explore this subject in different context and in a larger scale. Future research may expand the LMX theory developed. |
| format |
Thesis |
| qualification_name |
masters |
| qualification_level |
Master's degree |
| author |
Azlawati, Fahmi |
| author_facet |
Azlawati, Fahmi |
| author_sort |
Azlawati, Fahmi |
| title |
Dysfunctional of Leader - Member Exchange (LMX) Theory |
| title_short |
Dysfunctional of Leader - Member Exchange (LMX) Theory |
| title_full |
Dysfunctional of Leader - Member Exchange (LMX) Theory |
| title_fullStr |
Dysfunctional of Leader - Member Exchange (LMX) Theory |
| title_full_unstemmed |
Dysfunctional of Leader - Member Exchange (LMX) Theory |
| title_sort |
dysfunctional of leader - member exchange (lmx) theory |
| granting_institution |
Universiti Utara Malaysia |
| granting_department |
College of Business (COB) |
| publishDate |
2009 |
| url |
https://etd.uum.edu.my/3629/1/s89311.pdf |
| _version_ |
1747827615238979584 |
| spelling |
my-uum-etd.36292022-04-21T03:47:52Z Dysfunctional of Leader - Member Exchange (LMX) Theory 2009 Azlawati, Fahmi Norita, Deraman College of Business (COB) College of Business HD28-70 Management. Industrial Management Leader-member exchange (LMX) theory was initially called the vertical dyad linkage theory. Graen and Cashman introduced it in 1975. It emphasizes on the dyadic relationships between leaders and individual subordinates, instead of the traits or behaviors of leaders or situational characteristics. According to LMX theory, leaders do not treat all subordinates in the same manner, but establish close relationships with some (the in-group) while remaining aloof from others (the out-group). Therefore, this study is intended to examine the perception of out-group members in relation to favoritism, impression management tactics, perception of inequity and member-member exchange (MMX). The respondents of the study are 95 middle managers in the SUK, Shah Alam, Selangor Darul Ehsan. The study found that members do not have perception of injustice when they see in-group members as relying on the use of impression management tactics to gain inclusion into the in-group. There is no positive relationship between favoritism and perception of inequity. Similarly, favoritism does not lead to lower MMX. The result also found that perception of injustice does not mediate the relationship between LMX of in-group members and MMX. On the other hand, the study found that level of MMX is affected by LMX. Level of MMX is also affected by perception of justice. Since research on dysfunctional LMX is hardly been attempted in Malaysia, it is interesting to further explore this subject in different context and in a larger scale. Future research may expand the LMX theory developed. 2009 Thesis https://etd.uum.edu.my/3629/ https://etd.uum.edu.my/3629/1/s89311.pdf text eng public http://lintas.uum.edu.my:8080/elmu/index.jsp?module=webopac-l&action=fullDisplayRetriever.jsp&szMaterialNo=0000336383 masters masters Universiti Utara Malaysia Badeain, A. G. and Armenakis, A.A. (1981). A path-analysis study of the consequences of role conflict and role ambiguity. Academy of Management Review Journal 24: 417-424 Bhal, K.T. and Ansari, M.A. (2007). Leader-member exchange-subordinate outcomes relationship: role of voice and justice. Leadership Development Journal 28(1): 20-35 Bhal, K.T. and Ansari, M.A. 2000. Managing dyadic interactions in organizational leadership. New Delhi: Sage Bedeian, A. G. and Armenakis, A. A. (1998). The Cesspool Syndrome: How Dreck Floats to the Top of Declining Organizations. Academy of Management Executive 12(1): 58–63 Bozeman, D. and Kachmar, K.M. (1997). A cybernetic model of impression management processes in organizations. Organizational Behavior and Human Decisions 69: 9-30. Bryne, D. 1971. The attraction paradigm . New York : Academic Press. Burt, R.S. 1992. Structural holes: The social structure of competition. Cambridge, MA : Harvard University Press. Cardy, R. L. and G. H. Dobbins (1986). Affect and appraisal accuracy: liking as an integral dimension in evaluating performance. Journal of Applied Psychology 71: 672–678. Cheng, B. S. 1999. ‘Chinese CEOs’ Employee Categorization and Managerial Behaviour, in H. S. R. Kao, D. Sinha and B. Wilpert (eds.), Management and Cultural Values: The Indigenization of Organizations in Asia (Sage, Thousand Oaks, CA). Cleyman, K.L., Jex, S.M. and Love, K.G. (1993). Employee grievances: an application of the leader-member exchange model. In: Paper presented at the 9th Annual Meeting of the Society for Industrial and Organizational Psychology. Courtright, J.A., Fairhurst, G.T. and Rogers, L.E. (1989). Interaction patterns in organic and mechanistic systems. Academy of Management Journal 32(4): 773-802 Dansereau, F., Graen, G., Haga, W. (1975). A vertical dyad approach to leadership within formal organizations. Organizational Behavior and Human Performance 13: 46-78. DeCotiis, T. and Petit, A. (1978). The performance appraisal process: a model and some testable propositions. Academy of Management Review 3: 635–646. Deluga, R. J. and Perry J. T. (1994). the role of subordinate performance and ingratiation in leader-member exchanges. Group and Organizational Management 19: 67–86. Dienesh, R.M. and Liden, R.C. (1986). Leader-member exchange model of leadership: a critique and further development. Academy of Management Review 11: 618-34. Duarte, N.T., Goodson, J.R., and Klinch, N.R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal 37: 499-521. Duchon, D., Green, S.G. and Taber, T.D. (1986) Vertical dyadic linkage: a longitudinal assessment of antecedents, measures, and consequences. Journal of Applied Psychology 71: 56-60. Dunegan, K.J., Duchon, D., Uhl-Bien, M. (1992). Examining the link between leader-member exchange and subordinate performance: the role of task analyzability and variety as moderators. Journal of Management 18: 59-76. Eden, D. and Shani, A. B. (1982) Pygmalion goes to boot camp : expectancy, leadership and trainee performance. Journal of Applied Psychology 67: 194-199 Farh, J. L. and Cheng B. S. (2000). A Cultural analysis of paternalistic Leadership in Chinese organizations’, in J. T. Li, A. S. Tsui and E. Weldon (eds.), Management and organizations in the Chinese Context (St. Martin’s Press, New York). Feldman, J.M. (1986). A note of the statistical correction of halo error. Journal of Applied Psychology 71: 173-176 Galford, R., Drapeau, A.S. 2003. The trusted leader– bringing out the best in your people and your company, New York : The Free Press Gerstner, C.R., and Day, D.V. (1997). Meta-analytic review of leader-member exchange theory: correlates and construct issues. Journal of Applied Psychology. 82: 827-844. Goffee, R. and Jones, G. (1996). What holds the modern company together?. Harvard Business Review. 74(6): 133–148. Graen, G. and Cashman, J. E. (1975). A role making model in formal organizations: A developmental approach. In Greguras G.J., Ford, J.M. (2003) Journal of Occupational and Organizational Psychology 79: 433-465. Kent, OH: Kent State Press Graen, G.B., Novak, M.A. and Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: testing a dual attachment model. Organizational Behavior and Human Performance 30: 109-31 Graen, G.B. and Scandura, T.A. (1987). Towards a psychology of dyadic organizing. Research in Organizational Behavior 9: 175-208. Graen G.B., Scandura T.A. and Graen M.R. (1986). A field experimental test of the moderating effects of growth need strength on productivity. Journal of Applied Psychology 71: 484–491 Graen, G.B. and Uhl Bien, M. (1995) Relationship-based approach to leadership; development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective. Leadership Quarterly 6(2): 219-247. Green, S.B. and Salkind, N.J. (2005). Using SPSS for Windows: Analyzing, and Understanding data. Upper Saddle River: Prentice Hall. Greguras, G. J., & Ford, J. M. (2006). An examination of the multidimensionality of supervisor and subordinate perceptions of leader-member exchange. Journal of Occupational and Organizational Psychology 79: 433-465 Griffeth, R.W. and Hom, P.W. 2001. Retaining Valued Employees CA : Sage, Thousand Oaks Hair, J.E., Anderson, R.E. Tatham, R.L. & Black, W.C. 2006. Multivariate Data Analysis. Ed. Ke-5. Upper Saddle River: Prentice Hall. Heneman, R.L. Greenberger, D.B. and Anonyuo, C. (1989). Attributions and Exchanges: The effects of interpersonal factors on the diagnosis of employee performance. Academy of Management Journal 32: 466–476. Hogan, W.T. 1987. Minimills and integrated mills: A comparison of steel making in the US. Lexington MA: Heath House, R.J., Baetz, M.L. (1979). Leadership: some empirical generalizations and new research directions. Research in Organizational Behavior. 1, 341-423. Howell, J. and Hall-Merenda, K. (1999). Theories that bind : the impact of leader-member exchange, transformational and transactional. Journal of Applied Psychology 84: 680- 6984 Huseman, R.C., Hatfield, J.D. and Miles, E.W. (1987). A new perspective on equity theory : the equity sensitivity construct. Academy of Management Review 12(2): 222-234 Jones, E.E. and Pittman, T.S. (1982) Towards a general theory of strategic self presentation. In Bolino, M.C. (1999) Academy of Management Review. 24(1), 82-98 Hillsdale, NJ : Lawrence Erlbaum Associates. Kang, D. and Stewart, J. (2007) leader-member exchange (LMX) theory of leadership and human resource development. Leadership and Organizational Development Journal Katzenbach, J.R. and Smith, D.K (1993) The wisdom of teams. Boston : Harvard Business School Press. Khatri, N. and Tsang, E.W.K. (2003) Antecedents and consequences of cronyism in organizations. Journal of Business Ethics 43: 289-303 Keup, L., Bruning, N.S. and Seers A. (2004). Members, leaders and the team: extending LMX to co-worker relationships. ASAC 2004 (Quebec) University of Manitoba. Lagace, R.R., Castleberry, S.B. and Ridnour, R.E. (1993). An exploratory salesforce study of the relationship between leader-member exchange and motivation, role stress, and manager evaluation. Journal of Applied Business Research 9: 110–119. Larson, J. R. (1984), ‘The performance feedback process: A preliminary model. Organizational Behavior and Human Decision Processes 33: 42–76. Leana, C.R. (1986). Predictors and consequences of delegation. Academy of Management Journal 29: 754: 774 Liden, R.C. and Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal 23(3): 451-465. Liden, R.C. and Maslyn, J.M. (1998). Multidimensionality of leader-member exchange: an empirical assessment through scale development. Journal of Management 24: 43-72. Liden, R.C., Sparrowe, R.T., Wayne, S.J. (1997). Leader-member exchange theory: the past and potential for the future. Research in Personnel and Human Resource Management 15: 47-119. Lind, E.A. and Tyler, T.R. (1988). The social psychology of procedural justice. In Scandura, T.A. (1999) Leadership Quarterly, 10(1), 25-40 New York, NY: Plenum Press Liden, R.C., Wayne, S.J., Stilwell, D. (1993). Longitudinal study on the early development of leader-member exchange. Journal of Applied Psychology 78(44): 662-674) Luccier, R.N. and Achua, C.F. (2004), Leadership: Theory, Application, Skill Development South Western Publishing, Eagan, MN. Maslyn, J.M. and Uhl Bien, M. (2001). Leader-member exchange and its dimensions: effects of self effort and other’s effort on relationship quality. Journal of Applied Psychology 86: 697-720. Mayer, R.C., Davis, J.H., Schoorman, F.D. (1995). An integration model of organizational trust. Academy of Management Review 709-29. McAllister, D.J. (1995). Affect and cognition based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal 38: 24-59. Moorman, R.H. (1991) Relationship between organizational justice and organizational citizenship behaviour: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology 76: 845-855 Northouse, P.G. 2004. Leadership, theory and practice. CA : Thousand Oaks. Othman, R., Foo, F.F., Ng, L.S. (2008) Can LMX be dysfunctional? Possible causes and outcomes. Unpublished Journal. Pandey, J. (1986). Sociological perspectives on ingratiation. Progress in Experimental Personality Research 14: 205-29. Philips, A.P. and Dipboye, R.L. !1989) Correlational tests of predictions from a process model of the interview. Journal of Applied Psychology 74: 41-52 Redding, S. G. and M. Hsiao, 1993: ‘An empirical study of overseas Chinese managerial ideology. in Blunt P. and Richards D. (eds.). Readings in Management and Culture in East and South East Asia (Northern Territory University Press, Darwin, Australia). Roberts, L.M. (2005). Changing faces: professional image construction in diverse organizational settings. Academy of Management Review 30: 685-711. Rosenfeld, P., Giacalone, R.A. and Riordan, C.A. (2002), Impression Management: Building and Enhancing Reputations at Work, London: Thomson Learning Rosenfeld, P., Giacalone, R.A. and Riordan, C.A. (1995). Impression Management in organizations in Bolino, M.C. (1999) Academy of Management Review 24(1): 82-98 New York: Routledge Rosenthal, R. and Rubin, D.B. (1978). Interpersonal expectancy effects. The fisrt 345 studies. Behavioral and Brain Studies 3: 377-415 Scandura, T.A. and Graen, G.B. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology 69 : 428-36. Scandura, T.A., Graen, G.B., and Novak, M.A. (1986). When managers decide not to decide autocratically: an investigation of leader-member exchange and decision influence. Journal of Applied Psychology 71: 579-84. Scandura, T.A., and Schriesheim, C.A. (1994). Leader-member exchange and supervisor career mentoring as complementary constructs in leadership research. Academy of Management Journal 37: 1588-1602. Schreisheim, C.A., Neider, L. L., and Scandura, T.A. (1998) . Delegation and leader-member exchange: main effects, moderators, and measurement issues. Academy of Management Journal 41: 298-18. Seers, A. and Graen, G.B. (1984). The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader-member exchange. Organizational Behavior & Human Performance 33: 283–306. Sherony, K.M. and Green, S.G. (2002) Coworker exchanges : relationships between coworkers, LMX and work attitudes. Journal of Applied Psychology 87: 542-548. Singh, S. (1988). Power Relationship between Managerial and Non-Managerial Personnel in Banking Organizations. Unpublished doctoral dissertation, Patna University, Patna, India. Sparrowe, R.T. and Liden, R.C. (1997).Process and Structure in leader-member exchange. Academy of Management Review Vol. 22 Sutton, C. D., & Woodman, R. W. (1989). Pygmalion goes to work: The effects of supervisor expectations in a retail setting. Journal of Applied Psychology 74: 943–950. Tedeschi, J.T. and Melburg, V. (1984), Impression management and influence in the organization. In Bolino, M.C. (1999) Academy of Management Review Vol,. 24. No. 1, 82-98 Greenwich, CT: JAI Press Trice, H. M. and J. M. Beyer: 1993. The Cultures of Work Organizations (Prentice-Hall, Englewood Cliffs, NJ). Turner, J.T. (1985). Factors influencing the development of the hostage identification Syndrome. Political Psychology 6(4): 705-711 Tyler, T. R. (1988). What is procedural justice? Law and Society Review 22: 301–335. Tyler, T.R. and Caine, A. (1981).The role of distributional and procedural fairness in the endorsement of formal leaders. Journal of Personality and Social Psychology 41: 642-655 Vecchio, R. P. 1997. Are You In or Out with Your Boss? in R. P. Vecchio (ed.), Leadership: Understanding the Dynamics of Power and Influence in Organizations (University of Notre Dame Press, Notre Dame, IN). Vecchio, R. P. and B. C. Gobdel: 1984, ‘Vertical Dyadic Linkage Model of Leadership: Problems and Prospects’, Organizational Behavior and Human Performance 34, 5–20. Vecchio, R.P. and Gobdel, B.C. (1984). The vertical dyad linkage model of leadership : Problems and prospects. Organizational Behavior and Human Performance 34: 5-20. Wakabayashi, M., Graen, G.B. and Graen, M.R. (1988) Japanese management progress: Mobility into middle management. Journal of Applied Psychology 73: 217–227 Wayne, S.J., Shore, L.M. and Liden, R.C. (1997). Perceived organizational support and leader-member exchange: a social exchange perspective”, Academy of Management Journal 40: 82- 111. Wayne, S.J., Ferris, G.R. (1990) Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: a laboratory experiment and field study. Journal of Applied Psychology 75: 487-99. Weick, K.E. (1987). Theorizing about organizational communication. Handbook of Organizational Communication 97- 122 Yu, D., Liang, J. (2004). A new model for examining the leader-member exchange (LMX) theory. Human Resource Development International 7: 251-64. Zajonc, R. (1980). Feeling and thinking: preferences need no inferences. American Psychologist 35: 151-175 Zaidman, N. and Drory, A. (2001) Upward impression management in the workplace–cross cultural analysis. International Journal of Intercultural Relation 25: 671-690 |