Leader‐Member Exchange 7 Questionnaire (LMX‐7)

Hanasono, Lisa K.

doi:10.1002/9781119102991.ch36

Cited by 5 publications

(8 citation statements)

References 26 publications

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“…Previous research shows a Cronbach's alpha level of between 0.8 and 0.9 (Graen & Uhl-Bien, 1995). The total LMX scores can be interpreted as very high (30-35), high (25-29), moderate (20-24), low (15-19), and very low (7-14) (Hanasono, 2017).…”

Section: Leader-member Exchange: Lmx-7mentioning

confidence: 98%

Exploring the Dark side of conscientiousness. The relationship between conscientiousness and its potential derailers: perfectionism and narcissism

Coleman¹,

Furnham

Treglown³

2022

Curr Psychol

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The current study aimed to identify what individual differences and situational variables cause derailment in highly conscientious people. Data were from a representative working sample of 716 participants across 27 industries, spanning both management and non-management roles. We tested four hypotheses with regard to bright- and dark-side personality traits and the relationship between boss/manager and staff member. Hierarchical linear regressions revealed mixed findings for Leader-Member Exchange (LMX) as a stressor. For maladaptive perfectionism it was confirmed, but not for adaptive perfectionism or narcissism. Results suggest introverts may be more prone to maladaptive perfectionism, even with higher levels of conscientiousness if there are lower LMX levels. Overall, the findings suggest selecting for conscientiousness alone and discounting other personality traits and situational variables may be detrimental in practice. Further implications are discussed alongside the study limitations.

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Section: Leader-member Exchange: Lmx-7mentioning

confidence: 98%

Exploring the Dark side of conscientiousness. The relationship between conscientiousness and its potential derailers: perfectionism and narcissism

Coleman¹,

Furnham

Treglown³

2022

Curr Psychol

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“…The phrase “vertical dyad linkage” (VDL) was first used to describe the leader-member exchange concept ( De Clerck et al, 2021 ). According to Hanasono (2017) the leader-member exchange concept is separated into four stages, each of which is connected to and builds on the preceding stages ( Hanasono, 2017 ). According to LMX theorists, organizational leaders should give their followers more power, foster the sharing of work-related knowledge, and allow participation in decision-making processes ( Jiang and Yang, 2015 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The leader-member exchange theory by Herman and Mitchell (2010) is a psychological process variable that serves as a bridge between transformational leadership and knowledge management. Transformational leadership attributes are predictive of the leader-member exchange (LMX) paradigm ( Hanasono, 2017 ). The leader-member exchange concept identifies organizational personnel’s unique responsibilities, interpersonal interactions, and related functions ( Graen and Uhl-Bien, 1995 ).…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of Transformational Leadership on Firm Performance: Mediating Effect of Corporate Sustainability and Moderating Effect of Knowledge-Sharing

et al. 2022

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The primary purpose of the research is to investigate the mediating role of corporate sustainability in the relationship between the impacts of transformational leadership on the performance of firms. This study also aimed to investigate the moderating role of knowledge-sharing on the relationship of transformational leadership with corporate sustainability. Respondents of the study were the top management of large Chinese automobile sectors, such as Shanghai Automotive Business Corporation (Group), China FAW Group Corporation, Dongfeng Motor Co., Ltd., Beijing Automotive Group Co., Ltd., and China North Industries Group Corporation. These are the companies with the biggest market share in the automobile manufacturing industry in China. The data was gathered by using a self-administrative survey questionnaire from 198 individuals operating in different automobile industries in different sectors of China. The data were analyzed using structural equation modeling (SEM) through the Smart PLS 3.3.2 software. The results of this study revealed that transformational leadership has a positive and significant effect on the performance of the firm. Corporate sustainability has a significant positive mediating role in the association of transformational leadership and firm performance. Findings indicated that knowledge-sharing also has a positive moderating role in the association between transformational leadership and firm performance. The findings of this study contribute to the body of knowledge and show that leadership style has a significant effect on firm performance and that knowledge-sharing culture in firms is essential for better performance of the firm. Furthermore, firms may improve their performance by improving their sustainability and by creating knowledge-sharing culture. The findings are important, particularly in connection with a developed country like China. The findings have important insights for various stakeholders, i.e., government, regulatory bodies, practitioners, academia, industry, and researchers.

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“…Empirical findings show that organizations with good working relationships and high LMX scores secure staff member motivation and commitment, which leads to more efficient performances and positive organizational results (e.g. Anand et al, 2016;Hanasono, 2017).…”

Section: Relationships With Upper Management As Reform Mediatorsmentioning

confidence: 99%

“…Anand et al. , 2016; Hanasono, 2017). Research that applies LMX either on the public sector (Audenaert et al , 2019; Han et al.…”

Section: Introductionmentioning

confidence: 99%

The role of leadership–member exchange relationships in the implementation of the International Public Sector Accounting Standards by Greek public hospitals

Dalla

Lois

Makrygiannakis

2022

EMJB

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PurposeThis paper aims to examine the quality of relations within upper-level management in Greek public hospitals (GPHs), as well as to specify the extent to which these facilitate or hinder the forthcoming International Public Sector Accounting Standards (IPSAS) adoption and implementation.Design/methodology/approachA survey was conducted on a sample of 143 upper-management professionals drawn from across the 125 GPHs. A multivariate structural equation model (SEM) is used to investigate the degree of interdependence of the level of convenience of implementation under the view of the leader-member exchange (LMX) scale.FindingsThe findings suggest that the established leader-member relations in the GPHs facilitate reforms. However, these relationships are of little benefit to IPSAS adoption and implementation mainly due to the low degrees of competence and commitment to IPSAS. The passive adoption of IPSAS is the most likely outcome.Originality/valueThe study recontextualizes the LMX model to public sector research. The findings have value to hospital leadership and to policymakers, as well as to researchers studying the difficulties of IPSAS adoption and implementation.

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Leader‐Member Exchange 7 Questionnaire (LMX‐7)

Cited by 5 publications

References 26 publications

Exploring the Dark side of conscientiousness. The relationship between conscientiousness and its potential derailers: perfectionism and narcissism

Exploring the Dark side of conscientiousness. The relationship between conscientiousness and its potential derailers: perfectionism and narcissism

The Role of Transformational Leadership on Firm Performance: Mediating Effect of Corporate Sustainability and Moderating Effect of Knowledge-Sharing

The role of leadership–member exchange relationships in the implementation of the International Public Sector Accounting Standards by Greek public hospitals

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