Leadership and Exchange in Formal Organizations

Abstract

importancT and interest, it was judned to bo an appropriate focus, con-sideritiK the primary purposes to he accomplished hy the hook. Somewhat more than 1,000 separate titles were reviewed and abstracted. These do not by any means constitute all of the available literature, nor were all of them eventually used in the writing of the volume, which is frankly interpretive. However, it is hoped that the material on which the volume eventually was based does constitute a sufficient cross-section of the literature that no important concepts have been omitted.Many persons have contributed to the completion of this effort. Many of the concepts leading to recognition of the implicit exchange between superordina«.? and subordinates in formal organizations were developed hy Dr. Carl J. Lange, who was among the first members of the Human Resources Research Organization to study leadership. His work, which began in 1954, initiated a series of studies of leadership that has continued within HumRRO until the present time. Further, though no longer a part of HumRRO, Dr. Lange contributed materially to the thinking in the present work hy reviewing the manuscript and providing many helpful suggestions.It would be difficult within limited space to recognize the many other persons who also contributed to the completion of the work.

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

“…Second, it depends on the individuals' expectations of the exchange, which are developed based on past experience, outside information about the other, and implicit leadership theories or 'schemas' (Lord & Maher, 1991). Third, it depends on their assessment of and reaction to the exchange both while it is occurring and in retrospect (Blau, 1964;Homans, 1961;Jacobs, 1971). (Uhl-Bien et al, 2000, p. 146-7).…”

“…Hollander was one of the earliest scholars to adopt a focus on leadership as a relational process (Hollander, 1958), a two-way influence and social exchange relationship between leaders and followers (Hollander, 1979). According to Hollander & Julian (1969), (1) leadership is a process involving an influence relationship, (2) the leader is one among other participants in this relationship, and (3) there are "transactions" (i.e., exchanges) that occur between leaders and followers, basic to which is the belief that rewards will be received for benefits given (cf., Homans, 1974;Jacobs, 1971). …”

Leadership and the Gifted

“…Among them are the nature of the task, knowledge of the task, motivation of the followers, availability of human and material resources, the leaders' attributes, and quality of leader-follower relations (Calder, 1977;Jacobs, 1970;Lord, De Vader, & Alliger, 1986;Rush, Thomas, & Lord, 1977;Vroom & Yetton, 1974). These ideas initiated the connection between traits/attributes and behavior/performance.…”

Un cadre théorique pour l’étude de la relation entre la participation et la motivation au travail

“…Le subalterne peut «payer ses dettes» et rétablir l'équilibre des échanges réciproques en donnant au supérieur ce qu'il désire: un rendement élevé (Blau, 1964;Jacobs, 1971;March et Simon, 1958;Thibaut et Kelly, 1959).…”

“…Plusieurs suggestions ont été faites à ce sujet: influence sur la tâche (Lippitt et White, 1943), influence sur le changement (Coch et French, 1948), influence sur l'ensemble des activités de l'employé (Lowin, 1968), influence sur le supérieur immédiat (Jacobs, 1971), influence sur les décisions qui affectent l'employé (Strauss, 1963). Une analyse factorielle effectuée récemment sur 20 items et auprès d'un échantillon de 200 cadres (Bergeron, 1978) a permis d'identifier trois facteurs ou objets distincts: (a) influence sur la tâche (objectifs et méthodes de travail), (b) influence sur l'organisation (groupe de travail, départements connexes, déci-sions importantes prises par l'entreprise), (c) influence sur le supérieur immédiat (les contraintes qu'il impose, les normes qu'il utilise pour évaluer le rendement, les décisions qu'il prend).…”