Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention

Harris, T. Brad; Li, Ning; Kirkman, Bradley L.

doi:10.1016/j.leaqua.2013.09.001

Cited by 191 publications

(216 citation statements)

References 74 publications

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“…This view holds that leaders, through the differentiated relationship they form with members, foster relative standing within the group (Harris et al, 2014). In contrast to RLMX, what matters is not the sign or direction of the difference but the absolute value because, following a distinction made by Harrison and Klein (2007), LMXRS is a measure of separation rather than disparity (Harris et al, 2014). This distinction becomes clearer when the computation of LMXRS is understood: the formula, …”

Section: )mentioning

confidence: 99%

“…Clearly, LMXRS is intended to serve as a proxy for a psychological process through which a sense for one's relational separation is determined. Harris et al (2014) interpret this process in relation to the group engagement model, such that what matters is not the degree of disparity in social comparison but the degree of separation from the group with which a member would identify. In terms of operationalization, however, the crucial difference between RLMX and LMXRS can be illustrated with a figure representing two networks of LMX relationships.…”

Section: Rlmx Research Modeling Lmx Differentiation By Means Of Rlmxmentioning

confidence: 99%

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Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Sparrowe

Emery

2015

Oxford Handbooks Online

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This chapter reflects on the growing relationship between Leader-Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective was initially known) and concluding with recent empirical research integrating LMX and social networks. Our goal is to provide a narrative review of the development of the themes of structure and tie strength within the LMX literature. We then turn to recent developments in the field in which LMX differentiation figures prominently both theoretically and empirically, and engage in a close critical reading of this work from the perspective of cognitive social networks. We conclude by summarizing the opportunities for future research that emerge from our narrative and conceptual analysis.

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Section: )mentioning

confidence: 99%

Section: Rlmx Research Modeling Lmx Differentiation By Means Of Rlmxmentioning

confidence: 99%

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Sparrowe

Emery

2015

Oxford Handbooks Online

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“…Liang et al (2013) showed that when an organization promoted knowledge management, the introduction of knowledge management was not the completion of the program; instead, the outcome after introducing the knowledge management should be evaluated, and a feedback system should be formed for the continuous development of the knowledge management system. Harris et al (2014) concluded that knowledge management aimed to extract major data of knowledge in the organization from different sources for storing and memorizing the data for the use of organizational members and the organization innovation to promote the competitive advantages of the enterprise. Sussan (2012) indicated that the primary condition for an enterprise creating high organization innovation was to establish a sharing corporate culture and environment.…”

Section: Research On Leadership Behavior and Knowledge Managementmentioning

confidence: 99%

“…Knowledge management Harris et al (2014) pointed out knowledge management as the essential measures for engaging in information collection, decision, and action to keenly cope with changes of external environment and practicing flexible management to cope with distinct situations. Meanwhile, it was also a comprehensive strategy for the constant innovation of an enterprise.…”

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confidence: 99%

Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences

Tang

2017

EURASIA J MATH SCI T

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It is wondered how traditional medical industry responds to the information era with new knowledge economy. In fact, medical industry is a knowledge-intensive and humanoriented service industry. The interaction among professional staff at various working systems in hospitals, patients visiting hospitals daily, and the upstream and downstream suppliers for medical activities forms an extremely useful knowledge database. Although the application of information technology is not the whole definition of knowledge management, the entire medical industry, based on other traditional factors, is not ranked on the top for the utilization of modern information technology, compared to other industries. For this reason, establishing a special knowledge management environment with the knowledge-intensive and human-oriented characteristics of medical industry is a worthy goal. Aiming at primary hospitals in Shanghai, the management level, physicians, and employees are distributed 360 copies of questionnaire. Total 288 valid copies are retrieved, with the retrieval rate 80%. The research results summarize the positive relations between 1.leadership behavior and knowledge management, 2.knowledge management and organization innovation, and 3.leadership behavior and organization innovation. Finally, suggestions are proposed, expecting to have leaders in medical industry guide the organization to become a self-learning organism and, meanwhile, practice knowledge management in the organization to digitalize the generation, storage, and expansion process of knowledge within the organization.

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“…In spite of the necessity of turnover rate for the growth of an enterprise, improper or frequent turnover rate would influence the quality of customer services and result in the gap in experience inheritance of organizational members. Employees consider organizational commitment, leadership styles of supervisors, and organizational culture in an enterprise as the factors in the job satisfaction [1][2] [3]. Past research pointed out the higher organizational commitment of employees, the lower turnover intention, the better work attitudes, and the higher job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

An Empirical Research of Supervisor-subordinate Guanxi in Enterprises

Wu¹,

Xu²

2017

Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017)

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Abstract-The factors in turnover might be an organization not being able to provide satisfactory working environment for employees and the work identity of employees. Supervisorsubordinate guanxi is especially emphasized in Chinese enterprises, and such guanxi culture is the maxim in Chinese societies. The results the moderation of supervisor-subordinate guanxi, ones with better supervisor-subordinate guanxi present lower turnover intention than those with worse supervisorsubordinate guanxi.

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Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention

Cited by 191 publications

References 74 publications

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences

An Empirical Research of Supervisor-subordinate Guanxi in Enterprises

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