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Leader-Member Exchange and Citizenship Behaviors: A Meta-Analysis Assignment one for Organizational behavior

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Introduction

Leader-Member Exchange Theory, also called LMX or Vertical Dyad Linkage Theory, describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members. High-quality leader–member relationships or exchanges are characterized by high levels of trust, interaction, support, and formal and informal rewards. Research on supervisor–subordinate relationships has shown convincingly that leaders do not behave consistently toward all subordinates .Instead, leaders form different quality relationships with their subordinates .Essentially, high-quality leader–member relationships(or exchanges; LMX) are characterized by a high degree of mutual trust, respect, and obligation, whereas low-quality LMX is characterized by low levels of the same constructs. LMX theory draws from social exchange theory (Blau, 1964) in order to explain the development of dyadic relationships and the linkages between leadership processes and outcomes.
LMX theory has been identified also as one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes
The LMX Theory attempts to understand the quality of each dyadic relationship and its effects on organizational outcomes over time.

Measures of conscientiousness, sportsmanship, compliance, job dedication, civic virtue, and change-oriented organizational citizenship behaviors (i.e., identifying and implementing organizational changes in methods, policies, and procedures) were also categorized as organizational targeted behaviors. They relied on definitions of the dimensions of citizenship behaviors provided by Podsakoff, MacKenzie and Hui (1993) and Podsakoff et al. (2000) and on research ...


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... dyads would view the relationship similarly. Indeed, expected agreement between leader and member reports is positive and strong and used as index of quality of data Thus, there is an important contradiction between the theoretically expected and empirically observed levels of LMX agreement.

This analysis has missed some important points that in some cases could be very important and useful. For instance communication frequency which use in some empirical essay which estimated by members who rated the frequency which they had face-to-face conversations, exchanged email messages, or had phone conversations with their leaders.


One of the negative sides of this essay is that, the literature has focused more on defining the nature of citizenship behavior itself more than understanding the relationships between organizational citizenship
and other constructs,



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