Achieving communication goals in superior‐subordinate relationships: The multi‐functionality of upward maintenance tactics

Waldron, Vincent R.

doi:10.1080/03637759109376231

Cited by 115 publications

(137 citation statements)

References 23 publications

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“…As a consequence, leaders have both in-group and out-group relationships with their employees. In-group, high quality relationships are characterized by high levels of information communication, mutual support, informal influence, and trust whereas out-group, low quality ones have formal supervision, little support, and mistrust (Fairhurst, 1993;Green & Fairhurst, 1986, 1989Krone, 1992;Lee & Jablin, 1995;Waldron, 1991). The more that managers and employees develop a high quality work relationship and interact, the more likely that employees perform effectively.…”

Section: Leader-member Exchangementioning

confidence: 95%

Guanxi and leader member relationships between American managers and Chinese employees: open-minded dialogue as mediator

Chen¹,

Tjosvold²

2007

Asia Pacific J Manage

147

132

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Effective open relationships with employees can help foreign managers rely upon and utilize the local knowledge of their employees. One hundred and sixty-three Chinese employees from various industries in China were surveyed on their relationships (leadership–member relationship and personal guanxi) with American and Chinese managers, their constructive controversy, that is, their constructive controversy with them, and the job assignments and promotions received from their managers. Results support the hypotheses that quality leader–member relationship and personal guanxi promoted their constructive controversy, which in turn facilitated employees receiving challenging jobs and promotions. Results suggest that leader–member relationship and Chinese value of guanxi may be important for enhancing their constructive controversy; this kind of open dialogue can be a foundation upon which American managers can develop the confidence to give their Chinese employees challenging tasks and promotions. Copyright Springer Science+Business Media, LLC 2007Guanxi, Leader–member relationships, Open-minded dialogue,

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Section: Leader-member Exchangementioning

confidence: 95%

Guanxi and leader member relationships between American managers and Chinese employees: open-minded dialogue as mediator

Chen¹,

Tjosvold²

2007

Asia Pacific J Manage

147

132

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“…Stimulated by the early work of Ayres (1983) and Shea and Pearson (1986) using imagined relational scenarios, more current research reflects many interests and theories. There are typologies of proand antisocial maintenance behaviors (Baxter & Dindia, 1990;Dindia & Baxter, 1987), studies ranging from affinity-seeking strategies in marriage (Bell, Daly, & Gonzalez, 1987) to superior-subordinate communication on the job (Waldron, 1991), and a taxonomy/measuring instrument (Canary & Stafford, 1992;Stafford & Canary, 1991). Theoretical perspectives include dialectics (Baxter, 1990;Baxter & Simon, 1993;Dindia & Baxter, 1987;Montgomery, 1993), equity theory (Canary & Stafford, 1992;Canary & Stafford, 1993), interdependence theory (Rusbult & Buunk, 1993), and the rules approach (Honeycutt, Woods, & Fontenot, 1993).…”

Section: Relational Maintenance Gendered Communicationmentioning

confidence: 98%

Gender, satisfaction level, and the use of relational maintenance strategies in marriage

Ragsdale

1996

Communication Monographs

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Previous research on the use of relational maintenance strategies in marriage was replicated and extended by examining diary logs of 103 married couples kept over a twoweek period. Gender differences within the marital dyads were examined. Additionally, the effect of relational satisfaction or comparison level was explored, in terms of an interdependence theory explanation of relational maintenance strategy use. The results showed significant differences between husbands and wives for openness, network, and especially tasks strategies. Wives invariably used more of each type of relational maintenance strategy than their husbands. No effects of relational satisfaction emerged, which suggested that an interdependence theory explanation of relational maintenance strategy use may be inappropriate. An ad hoc assessment of the effect of length of marriage on strategy use was significant and indicated a general decline in the use of all types of strategies as years married increased.

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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

5,084

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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Achieving communication goals in superior‐subordinate relationships: The multi‐functionality of upward maintenance tactics

Cited by 115 publications

References 23 publications

Guanxi and leader member relationships between American managers and Chinese employees: open-minded dialogue as mediator

Guanxi and leader member relationships between American managers and Chinese employees: open-minded dialogue as mediator

Gender, satisfaction level, and the use of relational maintenance strategies in marriage

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

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