Diagnosing the Effects of Leader-Member Exchange Quality on Performance in the Context of Organizational Culture: A Case From Turkish Family-Owned Businesses

Ünnü, Nazlı Ayşe Ayyildiz; Kesken, Jülide

doi:10.3846/16111699.2011.653983

Cited by 7 publications

(3 citation statements)

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“…Many studies that include only a single idea of LMX are implicitly measuring high-quality LMX (e.g., Dienesch & Liden, 1986; Unnu & Kesken, 2014). Such studies undeniably provide valuable data, but the results of this study suggest that the detriments of low-quality LMX may be at least as prominent as the advantages of high-quality LMX.…”

Section: Discussionmentioning

confidence: 99%

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Leader–Member Exchange and Employee Performance in Nonprofit Organizations

Montorio-Archer¹

2021

Families in Society: The Journal of Contemporary Social Service

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Nonprofit organizations are increasingly becoming more business-like in their approaches to leadership and management across the board. This has a number of effects, but perhaps one of the most important is that it has made business theories more applicable to the nonprofit sector. This is an opportunity to both expand on important business theory and provide insight into how nonprofits can improve leadership and management. Accordingly, the business leadership theory of leader–member exchange (LMX) was applied to the nonprofit context, specifically to human services nonprofits that serve people with disabilities. Through qualitative interviews and document collection, this study examined how LMX could be perceived to affect employee performance and how it could be perceived to affect leader–follower relationships. Three themes emerged for each of these questions: of loyalty, respect, and communication for the first and mutual respect and understanding, positive interactions, and communication for the second. These themes and their implications are discussed.

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Section: Discussionmentioning

confidence: 99%

“…When LMX is studied, it is usually looked at as a single construct: as present or absent (e.g., Dienesch & Liden, 1986; Unnu & Kesken, 2014). LMX is always present to some degree because there is always some interface between leaders and followers.…”

Section: Introductionmentioning

confidence: 99%

Leader–Member Exchange and Employee Performance in Nonprofit Organizations

Montorio-Archer¹

2021

Families in Society: The Journal of Contemporary Social Service

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“…Family businesses are an important population that shapes and develops the business culture, entrepreneurial history, and social networks of a society. In addition to the unique characteristics of these businesses, they also reflect the characteristics of the society in which they are located, namely the pluralistic culture and the influence of religious norms (Umnu & Kesken, 2014). Values that examine paternalistic tendencies, conservatism, altruism, conformity and social order have the potential to shape economic and social relations (Schwartz, 1994).…”

Section: Contribution To Turkish Economymentioning

confidence: 99%

Family Businesses,Internal Resource Dependence and Institutionalization

Bal,

Aşkun

2023

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Businesses that survive in economic life are mostly either family businesses or consist of businesses that have started commercial life as a family business. In this context, family businesses constitute one of the most important issues of business administration. However, in addition to the phenomenon of globalization, the effect of which has been going on for a long time throughout the world, successive economic crises make it necessary to restructure businesses and show that current management approaches are insufficient. It is seen that a new concept has been added to the business world since the 1990s and this concept is “Corporate Management”. In family businesses, features such as the management of the business, the chairmanship of the board of directors, and the fact that the ownership is mostly concentrated in the same person, and that the partners are family members, make it suspiciousand causes a kind of dependence that traditional views on corporate governance are used for family businesses without any change. Businesses are trying to reduce these dependencies or turn them in their favor. Resources owned by a business are classified as internal and external resources Based on Mustafa Kemal Atatürk's quote "The basis of social development and decay lies in the attitudes of managers", this book evaluates different perspectives for better management of family businesses. "Family Businesses, Internal Resource Dependence And Institıtutıonalızatıon" is designed to explore the main challenges of family businesses and develop solutions to them. With contributions from leading scholars in the field, this book offers readers new and different perspectives. It aims to contribute to the field of Management and Organization by providing a comprehensive overview of different paradigms and managerial thinking. We hope that it will be a valuable resource for anyone who wants to understand the complexity of the art of management, organizational structures, modern business practices, strategies, organizational theories, approaches to complex issues and their impact on organizations.

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