Understanding the Antecedents and Outcomes of Leader-Member Exchange across Public, Private and Nonprofit Sectors: A Multilevel Investigation
This study explores possible antecedents and consequences of dyadic leader-member exchange(LMX) nested within organizational settings across public, private and nonprofit sectors. Leader–member exchange(LMX) is a group-level construct, defined as the degree to which members working with the same leader coordinate in terms of their LMX relationship quality with their leader. Previous research has found positive correlations between LMX and its antecedents and outcomes among leadership employees. While previous research has mainly emphasized the importance of leader-member exchange (LMX) to its outcomes (e.g., job satisfaction, performance), there is a lack of research on their hierarchical relationships across sectors. In theory, social exchange and the norm of reciprocity have been used to explain the relationship of job behaviors and leader-member exchange with employee attitudes and behavior. Implications and future research directions are outlined. Therefore, the purpose of the present study was to further investigate these relationships by examining the relative contribution of indicators of its antecedents and outcomes of LMX relationship across sectors.
Jun Yi Hsieh
Department of Social and Public Affairs, Taipei Municipal University of Education, Taipei, R.O.C. Taiwan.
国际会议
上海
英文
1-30
2012-05-25（万方平台首次上网日期，不代表论文的发表时间）