Manager-Subordinate Control Patterns and Judgments About the Relationship

Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes

“…Research has suggested that high quality leader-follower relationships foster more open communication, strong value congruence, and minimal power distance (Fairhurst, 1993;Fairhurst & Chandler, 1989;Fairhurst, Rogers, & Sarr, 1987). These findings suggest that followers of authentic leaders are more likely to have similar values and thereby begin to behave more authentically as a result of working with their leader.…”

Production supervisor impacts on subordinates' safety outcomes: An investigation of leader-member exchange and safety communication

“…Past research showed that poor communication is a primary reason for substandard behaviors ranging from poor safety performance (Hofmann & Morgeson, 1999) to low productivity and morale (Alexander, Helms, & Wilkins, 1989). Under an open and constructive communication atmosphere, the leader and member would freely converse about routine and non-routine problems and engage in joint problem solving processes, which in the long run should result in behaviors that are mutually beneficial (Fairhurst, 1993;Fairhurst & Chandler, 1989;Fairhurst, Rogers, & Sarr, 1987;Hofmann et al, 2003).…”

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

“…Partners in these relationships experience reciprocal influence (the leadership role can rotate between partners), mutual trust, respect, and obligation and internalization of common goals (Duchon, Green, & Taber, 1986;Fairhurst, Rogers, & Sarr, 1987;Crouch & Yetton, 1987;Fairhurst & Chandler, 1989;Fairhurst, 1993). In addition, followers are willing to exert extra effort by engaging in activities that are not specifically prescribed by the organization, such as taking personal initiative, exercising personal leadership to make their work unit more effective, taking career risks to accomplish assignments, being good organization citizens, and so forth (Graen, 1989).…”