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...

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Main Author:	Azlawati, Fahmi
Format:	Thesis
Language:	eng
Published:	2009
Subjects:	HD28-70 Management Industrial Management
Online Access:	https://etd.uum.edu.my/3629/1/s89311.pdf
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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. 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Dysfunctional of Leader - Member Exchange (LMX) Theory

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