Task and Social Determinants of Coaches’ Reports of Leader-Member Exchange

Abstract

Leader-member exchange theory (LMX) has proliferated as a framework for understanding coach-athlete interactions, as the exchanges of communicative resources greatly influence athletes’ sporting experiences. The current study uses coaches’ perceptions of task and social determinants of LMX to reveal comparative insights about forming low- and high-quality exchanges. Data collected from 380 coaches, spanning 14 different sports, at 160 high schools indicated that high-quality exchanges are solely determined by athletes’ abilities. In contrast, low-quality exchanges are determined by coaches’ negative affect towards athletes, and to a lesser extent, athletes’ poor performances and lack of competitiveness. Findings contribute to sports communication literature by examining LMX from coaches’ perspectives and identifying the unique determinants of various groupings within LMX. Both coaches and athletes may find utility in the current findings as they look to create meaningful relationships and positive sporting experiences.

Trust in the Leader, Organizational Commitment, and Nurses’ Intention to Leave—Insights from a Nationwide Study Using Structural Equation Modeling

“…The literature has not yet identified a universally accepted gold standard for effective leadership styles [ 53 ]. In healthcare, effective leadership necessitates a manager with a robust leadership education and behavioral attributes capable of fostering strong interpersonal relationships [ 53 ] which significantly influence followers’ behavior [ 37 , 54 , 55 ], including behavior related to their autonomy [ 38 ], satisfaction [ 37 , 38 ], organizational commitment, and intention to stay [ 37 ], thereby creating better work contexts to motivate the nursing workforce [ 56 , 57 , 58 , 59 , 60 ]. Identified managerial behaviors crucial for fostering trust, as per the conceptual definition of trust [ 7 , 19 ], include active listening, fostering open discussions; encouraging employee involvement [ 9 , 60 , 61 ], respect [ 9 ], empathy and understanding [ 5 , 9 , 61 ], and personalized support; and acknowledging individuality [ 5 , 9 , 22 , 60 , 61 ].…”

“…The selection process for nurse managers lacks standardization and does not consistently consider their levels of competencies or other relevant indicators [ 66 ]. A standardized policy for leader selection in healthcare organizations remains a topic of debate [ 54 , 67 ]. In addition, another significant issue is the departure of nurse managers from their roles.…”

Psychometric Properties of the Italian Version of the Leader Member Exchange Scale (LMX-7): A Validation Study

“…The theoretical construct of the LMX-7 scale has been conceptualized over the years, with the model suggesting that leaders develop unique relationships with each employee, and the quality of this relationship influences various aspects of followers’ behavior and actions [ 60 ]. Despite some previous criticism, our study has confirmed the one-dimensionality of the LMX-7 scale and its psychometric properties, which supports the original theoretical construct [ 7 ].…”