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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HD28-70 Management Industrial Management Azlawati, Fahmi Dysfunctional of Leader - Member Exchange (LMX) Theory |
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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. |
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Azlawati, Fahmi |
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Azlawati, Fahmi |
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Azlawati, Fahmi |
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Dysfunctional of Leader - Member Exchange (LMX) Theory |
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Dysfunctional of Leader - Member Exchange (LMX) Theory |
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Dysfunctional of Leader - Member Exchange (LMX) Theory |
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Dysfunctional of Leader - Member Exchange (LMX) Theory |
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Dysfunctional of Leader - Member Exchange (LMX) Theory |
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dysfunctional of leader - member exchange (lmx) theory |
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Universiti Utara Malaysia |
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College of Business (COB) |
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2009 |
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https://etd.uum.edu.my/3629/1/s89311.pdf |
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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). 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