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...

As participation in virtual community becomes popular, it is important to know how to encourage individuals to contribute actively and assist other members share their expertise. Through the lens of organizational citizenship behavior (OCB), we explored the factors that facilitate voluntary knowledge sharing in a virtual community. We examined OCB in online gaming communities in which various b...

Using survey data from 240 employees working in a variety of organizations, the authors examined the relations among commitment to the supervisor, leader-member exchange, supervisor-based self-esteem (SBSE), and relationship and substantive supervisor-subordinate conflicts. They found affective commitment was negatively related to both types of conflicts; perceived lack of alternatives commitme...

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were su...

Socio-cognitive approaches to leadership study remain the frontrunner in research; this study presents a model, which shows the quality of coworker exchange and organizational hope significantly influence workplace empowerment. The mode clearly presents the power of reciprocal behavior from leader influence tactic and statistical significance of coworker exchange quality, which responds as an i...

While strategic management theories have heavily engaged with the reality of matrix organizations, leadership that actually focus on people working within such arrangements are missing. We argue (a) followers perceive dual effectiveness to be more than sum each leader's effectiveness, (b) a core detriment perceived is role conflict experienced by follower, and (c) Leader-Member Exchange (LMX) n...