The development of the LMX relationships after a newly appointed leader enters an organization

Kangas, Hilpi

doi:10.1080/13678868.2013.825438

Cited by 12 publications

(6 citation statements)

References 30 publications

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“…Käytin tutkimuksessani monimenetelmäistä lähestymistapaa sekä laadullista ja määrällistä aineistoa. Laadullinen tutkimusaineisto koostui pitkittäisen tapaustutkimuksen aikana (Kangas 2013) kerätyistä haastatteluista sekä kyselylomakkeen avovastauk sista (Kangas 2021). Ne analysoitiin laadullisen sisällönanalyysin keinoin.…”

Section: H I L P I K a N G A Sunclassified

“…2016). Tutkimukseni mukaan kon tekstuaalisuus näkyy kuitenkin erityisesti uuden esihenkilön saapuessa organisaa tioon, jossa hänen täytyy uuden roolinsa, organisaation virallisen puolen ja toiminta tapojen lisäksi ottaa haltuun organisaation epävirallinen puoli ja luoda henkilö kohtaisia suhteita kollegoihinsa, omaan esihenkilöönsä sekä uuteen tiiminsä (Kangas 2013). Tämän lisäksi uudelta esihenkilöltä odotetaan usein muutoksen läpiviemistä ja toiminnan kriittistä tarkastelua.…”

Section: E S I H E N K I L ö -A L a I S S U H T E E T H A A S T A V I S S A K O N T E K S T E I S S Aunclassified

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Esihenkilö-alaissuhteet haastavissa konteksteissa

Kangas

2021

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Section: H I L P I K a N G A Sunclassified

Section: E S I H E N K I L ö -A L a I S S U H T E E T H A A S T A V I S S A K O N T E K S T E I S S Aunclassified

Esihenkilö-alaissuhteet haastavissa konteksteissa

Kangas

2021

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“…She has been studying leadership, and her interest is especially on dyadic leader-follower relationships concentrating on the LMX theory. Her focus regarding the dyadic relationships has been on challenging context the relationships take place, for example, a situation of a newcomer leader with multiple LMX relationships developing simultaneously (Kangas, 2013), or negative relationship breaches occurring in leader-follower interactions influencing the follower perceptions about the relationship. Moreover, she has studied dyadic relationships in international context from the viewpoint of expatriates and international business travelers, linking, for example, physical proximity between the dyadic partners to well-being-related outcomes.…”

Section: Fundingmentioning

confidence: 99%

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

Kangas

2020

Leadership

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The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.

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“…The present study seeks to add to our understanding of the time‐structured contextual predictors of job engagement trajectories by considering the role played by LMX, a construct reflecting the quality of the bidirectional social exchange relationship between employees and supervisors (Dienesch & Liden, 1986; Liden & Maslyn, 1998) which has also been found to be dynamic (Ellis et al, 2019; Kangas, 2013). LMX is known to be influenced by how supervisors initiate the exchange process with employees (Liden & Maslyn, 1998).…”

Section: Introductionmentioning

confidence: 99%

Job engagement trajectories: Their associations with leader–member exchange and their implications for employees

Tóth‐Király

Gillet

Inhaber

et al. 2023

J Occupat & Organ Psyc

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The present study seeks to achieve a dynamic understanding of employees' job engagement trajectories, and of their time‐structured associations with leader–member exchange (LMX) and outcomes related to psychological adaptation (turnover intentions, emotional exhaustion, job satisfaction and life satisfaction). A sample of 285 employees was surveyed three times (6 months apart) over a 1‐year period. Results revealed that employees' global job engagement followed high and stable trajectories, their specific cognitive and emotional job engagement followed slightly decreasing trajectories, and their specific physical engagement displayed non‐linear trajectories characterized by an initial decrease followed by a slight increase. Specific LMX contribution and LMX professional respect were associated with positive fluctuations in global job engagement, whereas global LMX was associated with positive fluctuations in specific emotional engagement. Specific LMX loyalty and LMX affect (at Time 1 only) were associated with positive fluctuations in specific physical engagement, whereas global LMX was negatively associated with these fluctuations. Higher global job engagement and specific emotional engagement were associated with negative fluctuations in turnover intentions and emotional exhaustion and with positive fluctuations in job satisfaction. Higher specific physical engagement was associated with negative fluctuations in job satisfaction, whereas higher specific cognitive engagement was associated with lower life satisfaction.

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The development of the LMX relationships after a newly appointed leader enters an organization

Cited by 12 publications

References 30 publications

Esihenkilö-alaissuhteet haastavissa konteksteissa

Esihenkilö-alaissuhteet haastavissa konteksteissa

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

Job engagement trajectories: Their associations with leader–member exchange and their implications for employees

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