Superior–Subordinate Relationships in Korean Civil Engineering Companies

Lee, Tai Sik; Lee, Dong Hoon; Lee, Hye-Eun; Park, Hee Sun

doi:10.1061/(asce)0742-597x(2005)21:4(159)

Cited by 20 publications

(16 citation statements)

References 30 publications

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“…LMX theory chiefly explicates that different relationships between a leader and his/her subordinates in a workplace will evolve as a result of the constrained resources such as time, energy, and so forth (Green et al, 1996). The quality of the LMX relationship ranges from low to high (Lee, 2005;Lee et al, 2005;Martin et al, 2005). A high-quality LMX relationship involves the sharing of resources and information, physical and mental effort, and affection (Davis and Gardner, 2004).…”

Section: Leader-member Exchange (Lmx)mentioning

confidence: 98%

Understanding organizational citizenship behavior from a cultural perspective: An empirical study within the context of hotels in Mainland China

Wang

Wong

2011

International Journal of Hospitality Management

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Section: Leader-member Exchange (Lmx)mentioning

confidence: 98%

Understanding organizational citizenship behavior from a cultural perspective: An empirical study within the context of hotels in Mainland China

Wang

Wong

2011

International Journal of Hospitality Management

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“…It is a necessary condition for cross-cultural comparisons because if configural invariance is not demonstrated, then it makes no sense to conduct tests of group differences when the constructs differ across groups (Vandenberg & Lance, 2000). Liden and Maslyn's (1998) LMX scale is increasingly used in international settings, however, empirical studies have yet to examine measurement equivalence (see Erdogan et al, 2006;Lee et al, 2005). The results of this analysis suggest configural invariance is plausible across the two samples ( χ 8 2 = 23.48, SRMR = .03, root mean square error of approximation [RMSEA] = .08, CFI = .96).…”

Section: Cross-cultural Measurement Equivalencementioning

confidence: 99%

Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory

Pellegrini

Scandura

Jayaraman

2010

Group & Organization Management

237

209

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Paternalism is an emerging concept with significant potential for international leadership research. Paternalistic leaders combine benevolence with authority. Paternalism is a prevalent leadership style in non-Western business organizations. In this article, the authors extend research on paternalism to the Western business context. They compare the attitudes of employees from the United States ( N = 215) and India ( N = 207) with respect to paternalistic leadership and its correlates. Paternalism had a significant positive effect on job satisfaction in India, but the relationship was not significant in the United States. In both cultural contexts, paternalistic leadership was positively related to leader—member exchange and organizational commitment. Results suggest paternalistic leadership may generalize across cultures.

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“…However, employees are found to seek more feedback in a supportive and considerate environment as this might lower the threat for one's public image (Brown et al. 2001; Brutus and Cabrera 2004; Lee et al. 2005; Levy et al.…”

Section: The Organizational Behavior Perspective: Motives Of Feedbackmentioning

confidence: 99%

A self‐motives perspective on feedback‐seeking behavior: Linking organizational behavior and social psychology research

Anseel

Lievens

Levy

2007

Int J Management Reviews

124

123

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Both the feedback-seeking literature in management and the self-motives domain in social psychology have focused on how motives affect the way in which people acquire information for self-evaluation purposes. Despite apparent conceptual similarities, the implications of research in these domains have not been fully integrated. This paper aims to link research on feedback-seeking behavior to recent theoretical developments in social psychology. First, the current perspective in management on feedback-seeking motives is depicted. Second, a well-established framework of self-motives in social psychology is introduced. Third, similarities and differences between these two motivational perspectives are discussed and a first step towards integration is proposed. Fourth, it is demonstrated how a self-motives perspective might guide future research on six key issues. Self-motives might be useful in identifying new antecedents of feedback-seeking behavior, resolving inconsistencies in the feedback-seeking literature, understanding the interplay among feedback-seeking motives, integrating feedback-seeking and feedback reactions research, examining attitudinal outcomes of feedback-seeking motives, and enhancing the feedbackperformance relationship.

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Superior–Subordinate Relationships in Korean Civil Engineering Companies

Cited by 20 publications

References 30 publications

Understanding organizational citizenship behavior from a cultural perspective: An empirical study within the context of hotels in Mainland China

Understanding organizational citizenship behavior from a cultural perspective: An empirical study within the context of hotels in Mainland China

Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory

A self‐motives perspective on feedback‐seeking behavior: Linking organizational behavior and social psychology research

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