An examination of the nature of the relationship between Leader-Member-Exchange (LMX) and turnover intent at different organizational levels

Kim, Peter Beomcheol; Lee, Gyumin; Carlson, Kevin D.

doi:10.1016/j.ijhm.2009.10.025

Cited by 101 publications

(83 citation statements)

References 56 publications

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“…This function of mentoring can be clarified through leader-member exchange hypothesis (LMX), in which great LMX connections are described by appreciation and trust. Such kind of connections is cultivated by close mentoring (Graen and Uhl-Bien, 1995;Kim et al, 2010;Schyns and Croon, 2006). Accordingly, this function is advanced through different variety of methodologies that include a mentor's personal support/directing, the arrangement of kinships, or the combination of the mentees' mental soundness in their hierarchical group (Cho et al, 2011;Eby et al, 2000;Fagenson, 1992;Mullen andNoe, 1999, Kim et al, 2015).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Determinants of Mentoring and its Significance in Career Success: A Brief Literature Review

Abouraia¹,

Albdour²

2017

IJHRS

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Most of us commonly use our ability and wisdom to assist and guide others. However, this kind of assistance is not just beneficial for individuals equally. For instance, it will be time pressure to guide colleagues to boost their capability and progress their course that will lead to more disadvantageous to the operation. Mentoring is a kind of auxiliary and casual administrative conversation that is very compelling in career growth. Workers and administrators in all kind of organization require grasping this fact and its affiliation in achieving their goals so that they can professionally promote their employees and attain outstanding victory in the workplace. It is likewise an instrument that organizations can take advantage of, to help them nourish and flourish their employee. As organizations endeavor to keep hard earned knowledge and wisdom, they are embracing the mentoring method as a mode of social knowledge administration. This subject has been explored and examined beyond much development for the past years. And organizations are witnessing breathtaking progress in performance, competence and, of course, the transmission of corporate intelligence and leadership skills. In this article we incorporate the dominant frame of mentoring literature with a decade of observational analysis by the authors using a range of case of the working community and seeking at the benefits of mentoring on career success with the mentor and mentee as well.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Determinants of Mentoring and its Significance in Career Success: A Brief Literature Review

Abouraia¹,

Albdour²

2017

IJHRS

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“…Kaşlı ve Aytemiz Seymen (2010) otel işletmelerinde, kişilik özellikleri, lider-üye etkileşimi ve tükenmişlik ilişkisini araştırdığı çalışmada; kişilik özellikleri, lider-üye etkileşimi ve tükenmişlik arasında anlamlı ve pozitif ilişki olduğu saptanmıştır. Kim, Lee ve Carlson (2010) tarafından Güney Kore'de konaklama sektöründe lider-üye etkileşimi ile işgören devri ilişkisinin incelendiği çalışmada; yönetici olmayan çalışanların lider-üye etkileşimi ve işten ayrılma niyeti ilişkisinde U-biçimli eğrilerden oluşan bir ilişki oluştuğu ancak yöneticiler arasında ise bu ilişkinin doğrusal olarak gerçekleştiği belirtilmiştir. Çok yüksek kalitede lider-üye etkileşimine sahip olan işgörenlerde işten ayrılma niyetinin daha çok olduğu bulgusuna ulaşılmıştır.…”

Section: Li̇der-üye Etki̇leşi̇mi̇unclassified

5 Yıldızlı Otel İşletmelerinde Lider-Üye Etkileşimi ve İşe Yabancılaşma İlişkisi Marmaris ve İstanbul Destinasyonlarında Bir Araştırma

Tanrıverdi¹,

Kahraman²

2016

DEU SBE Dergisi

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“…Thus, a high quality of leader-member relationship is developed with some subordinates, while a low quality of leadermember relationship is created with other (O'Donnel et al, 2012). As what Dansenrau, (1975) and Graen (1976) posited -that most leaders develop such 'high-quality' exchange relationship with few subordinates , may be characterized as discrimination between subordinates (Dansenrau, 1995;, forming the 'in-group' versus the 'out- group' members (Graen & Cashman, 1975;in Northouse, 2013); or 'trusted assistants' versus 'hired hands' (Zalensky & Graen, 1987;in Kim et al, 2010); or employees with 'high-quality versus 'lowquality' LMX (Graen & Uhl-Bien, 1987;in Kim et al, 2010). The 'in-group' consists of highly valued employees with whom the leader forms a high quality of relationship, intensive communication and coordination that is based on expanded and negotiated role of responsibilities, that are extra working hours and task completion beyond job roles.…”

Section: Leader Member Exchange (Lmx)mentioning

confidence: 99%

“…The theory focuses on the nature of the vertical linkages leaders create with each of their followers and their relationship to the work unit. It has developed against the arguments of the early leadership theories -leaders engage in single style of leadership with all subordinates (Danserau et al, 1975;Graen & Cashman, 1975;Dunegan, 2003;in Kim et al, 2010); whereas it argues that leaders, consciously or unconsciously, demonstrate different behaviors toward different members of their work groups (Graen et al, 1972;Orris & Johnson, 1973;in van Breukelen et al, 2006). While they establish a high-quality relationship through building a sense of mutual trust, respect and loyalty with some followers (in-group), their interactions with other followers is limited within the formal contacts (out-group).…”

Section: Leader Member Exchange (Lmx)mentioning

confidence: 99%

“…Members of the 'in-group' are observed to be willing to do more work for the group or the leader, in return receive more information, influence, confidence and concern from their leaders. Employees who perceive higher quality LMX relationship with their leader feel obliged to work harder, hence leading to desired organizational outcomes (Kim et al, 2010). While they do extra effort for the leader, the leader does similar for them; provides better work-related benefits, sources of information.…”

Section: Leader Member Exchange (Lmx)mentioning

confidence: 99%

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What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

Öz¹,

DEREKÖYLÜ²,

BÜYÜKBAY³

et al. 2013

JGSM

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The purpose of the study is determining the effect of both leader-member relations (LMX) and job satisfaction on organizational commitment; taking job satisfaction as mediating factor. According to the analysis it was found that high quality LMX positively affect job satisfaction. Additionally, the three stage of regression analysis between organizational commitment and LMX resulted with LMX affecting loyalty and necessity commitment. As main purpose of the study, the mediating affect of job satisfaction on relation between LMX and organizational commitment was measured, and it was found that job satisfaction mediates (by 60%) the relationship between loyalty commitment and LMX. Moreover, when gender differences in job satisfaction were measured, it was found that female employees have higher job satisfaction level than their male workmates. Implication of the present study is that leaders should be aware of the important linkages between job satisfaction, organizational commitment, and performance. Supervisors need to be aware of how to maximize high LMX relationships among their subordinates. Keywords: LMX, Satisfaction, Commitment INTRODUCTIONLeadership is one of the core topics which frequently discussed and studied in organizational behavior literature. It has begun to be defined in the 1840s, by emphasizing a good leader; "a man, born not made". Later, questions such as; "Who are good leaders?" and "How do good leaders behave?" were investigated with the Ohio State and Michigan State University studies respectively. With the pursue to explain leadership, several theories and approaches were set forth; leaders were attributed with numerous personality traits, defined with several leadership skills, and their behaviors were associated with certain contexts (Northouse, 2013). Nonetheless, as focusing on the leader alone would yield insufficient knowledge on the matter, so researchers focused on the dyadic relationship between the leader and subordinates, whereby proposed the Leader-Member Exchange (LMX) theory. LMX theory, which was initially proposed as Vertical Dyadic Linkage theory, at first focused on the nature of the relations leaders formed with their followers, where later addressed how leader-member relationship (LMX) was related to organizational effectiveness. Among the widely researched topics are the quality of leader-member relationship and its effects on job attitudes; and it was found that, the quality of LMX in the workplace can often affect the entire structure and success of the organization (Mardanov et al. 2008-b). Another widely researched subject is the relationship between employee and manager, which can be crucial for different job attitudes. Burns & Otte's study on LMX theory (1999), claim that the quality of a leader-member dyadic relationship predicts more positive organizational outcomes than the traits or behaviors of supervisors (Mardanov et al. 2008-b). Moreover, LMX is found to be positively related to important organizational behaviors (Harris et al. 2009); in the se...

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An examination of the nature of the relationship between Leader-Member-Exchange (LMX) and turnover intent at different organizational levels

Cited by 101 publications

References 56 publications

Determinants of Mentoring and its Significance in Career Success: A Brief Literature Review

Determinants of Mentoring and its Significance in Career Success: A Brief Literature Review

5 Yıldızlı Otel İşletmelerinde Lider-Üye Etkileşimi ve İşe Yabancılaşma İlişkisi Marmaris ve İstanbul Destinasyonlarında Bir Araştırma

What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

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