Ethical Leadership, Affective Organizational Behaviour and Leader-Member Exchange as Predictors for Employees Performance

Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification

This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and...

Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment.

In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 emp...

Leader-Member Exchange, Transformational Leadership, and Value System

This study looked at the relationship between leader-member exchange (LMX), transformational leadership, and terminal and instrumental value system congruence between leader and follower, and their relative impact on four outcomes, using a sample of 100 pairs of managers and subordinates from a non-profit organization in the United States. The four outcomes studied are perceived effectiveness o...

Leader Role Inversion as a Corollary to Leader-Member Exchange

Transformational Leadership and Organizational Culture as Predictors of Employees Attitudinal Outcomes

Organizational commitment and employee job satisfaction are presented in the literature as key work atti tudes leading to higher organizational performance. This paper examines the extent to which transformational leadership and organizational culture influence employees' attitudinal outcomes, as well as the effect of job satisfaction on organizational commitment. Data for the study was collect...