The Role of the Initial Interaction in Leader-Member Exchange

Dockery, Terry M.; Steiner, Dirk D.

doi:10.1177/105960119001500405

Cited by 148 publications

(116 citation statements)

References 22 publications

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“…This includes work on dyadic role-making processes (Graen, Orris, & Johnson, 1973;Haga, 1976;Graen, Novak, & Sommerkamp, 1982;Seers & Graen, 1984;Snyder & Bruning, 1985;Zalesny & Graen, 1987;Graen & Scandura, 1987;Graen, 1989;McClane, 1991b), investigations of communication frequency (Schiemann & Graen, 1984;Baker & Ganster, 1985;Borchgrevink & Donohue, 1991), investigations of interactive communication patterns relative to LMX (Fairhurst & Chandler, 1989;Fairhurst, 1993), and leader-member value agreement (Graen & Schiemann, 1978;Kozlowski & Doherty, 1989;Ashkanasy & O'Connor, 1994). In addition, this category includes research on antecedents to and/or determinants of LMX Larwood & Blackmore, 1978;Kim & Organ, 1982;Duchon, Green, & Taber, 1986;Steiner, 1988;Heneman, Greenberger, & Anonyuo, 1989;Liden, Wayne, & Stilwell, 1993;Vasudevan, 1993), upward maintenance tactics and interaction patterns used by followers in high LMX relationships (Waldron, 1991), subordinate loyalty (Scandura & Graen, 1984), decision influence , influence tactics (Wayne & Ferris, 1990;Dockery & Steiner, 1990;Deluga & Perry, 1991), and member affect about the relationship (Liden, 1985;McClane, 1991a;Day & Crain, 1992). Moreover, studies investigating characteristics of followers in high LMX relationships identified them as high growth-need strength …”

Section: Stage 2: Focus On the Relationship And Its Outcomesmentioning

confidence: 99%

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

Graen

Uhl‐Bien

1995

The Leadership Quarterly

5,366

116

5,706

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Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

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Section: Stage 2: Focus On the Relationship And Its Outcomesmentioning

confidence: 99%

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

Graen

Uhl‐Bien

1995

The Leadership Quarterly

5,366

116

5,706

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“…The relationship is initiated when the boss likes the worker and views him or her as capable and motivated (Dockery & Steiner, 1990). The social exchange within the in-group dyad enables the worker to assume more responsibility and to receive in return recognition and support from the leader.…”

Section: Management As a Social Interactionmentioning

confidence: 99%

Managing “challenging” teachers

Yariv

Coleman

2005

International Journal of Educational Management

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PurposeThe purpose of this paper is to investigate the ways in which elementary school principals in Israel deal with teachers who are “challenging” in their behaviour, that is those who are perceived as under‐performing. This is an important and under‐researched area of educational management.Design/methodology/approachInterviews were carried out with 40 elementary school principals, every fourth school being sampled in the northern district of Haifa. They were asked to recall a particularly difficult teacher and their shortcomings and then asked about the measures they took, in chronological order, to solve the problem.FindingsThe findings indicated that the principals preferred supportive measures or making changes to the organization rather than confronting the teachers. More than half the principals had started by ignoring the difficulties. In the end most did discuss the situation with the teacher and that sometimes involved direct criticism. In half of the cases the teacher left the school by the end of the year.Research implications/limitationsThe research findings are limited as they only relate to the views of the principals, leading to the possibility of researcher empathy with the principals. Further research might investigate the teachers perspective.Practical implicationsFrom a practical point‐of‐view, the current findings indicate that elementary school principals need to be better equipped with knowledge, managerial skills and sources of assistance to solve personnel difficulties.Originality/valueThis paper adds to the limited literature on the subject of under‐performing teachers and reveals the resulting personnel difficulties faced by principals.

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“…see Dockery & Steiner, 1990;Vecchio & Sussman, 1991). This shift occurred as researchers realized that influence tactics not only affect subordinate's perceptions and resulting organizational outcomes, but also shape supervisors' perceptions and subsequent decisions.…”

Section: Articlementioning

confidence: 99%

The interactive effect of influence tactic, applicant gender, and type of job on hiring recommendations

Buttner

McEnally

1996

Sex Roles

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Abstract:The effects of influence tactic, applicant gender, and job type were examined in the selection context. A male or female applicant used either an assertive, rational, or exchange influence tactic in a simulated job interview script for either a sales representative or cost accounting position. Three hundred four managers, (271 male and 26 female, predominantly white) evaluated the applicant and indicated the likelihood that they would recommend hiring the applicant. Results indicated that tactics were differentially effective in generating favorable hiring recommendations and ratings of the applicant, depending on whether the tactic was used by a male or female applicant and on the job type sought. Article:Although researchers have investigated the effect of downward influence tactics for years, they have recently shown more interest in upward influencing tactics in intraorganizational contexts (e.g. see Dockery & Steiner, 1990;Vecchio & Sussman, 1991). This shift occurred as researchers realized that influence tactics not only affect subordinate's perceptions and resulting organizational outcomes, but also shape supervisors' perceptions and subsequent decisions. For example, Schlenker (1980) and Kipnis & Schmidt (1988) found that employees' influence attempts affected subsequent performance evaluations and salary assignments by their superiors. While studies have examined managers' and subordinates' influence attempts, the generalizability of those findings to boundary-spanning situations, such as the selection process remains relatively unexplored.This study is the first investigation to focus on the selection interview and the effect that applicants' influence tactics have on managers' evaluations of the applicant and the managers' subsequent hiring recommendations. The impact of three different influence tactics-rationality, assertiveness and exchange-are compared in simulated job interviews of both a male and a female applicant who are applying for two different types of positions-a cost accountant and a sales representative. Use of this research design enables us to examine the effects of applicant gender, influence tactic, and type of job and their interactions on evaluations of the applicant and on hiring recommendations. Potential interactive effects of these three variables will be explored in the following paragraphs.

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The Role of the Initial Interaction in Leader-Member Exchange

Cited by 148 publications

References 22 publications

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

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

Managing “challenging” teachers

The interactive effect of influence tactic, applicant gender, and type of job on hiring recommendations

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