The objectives of the study were to investigate job burnout and leader-member exchange (LMX) levels as well as to evaluate buffering effects of LMX on burnout among dietitians and chefs at institutional foodservices. Hypotheses were proposed based on the Job Demands-Resources model and LMX theory. The study population consisted of dietitians and chefs who were in charge of managing unit operati...

Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations we...

In a field study we examined employees’ fairness perceptions of supervisor feedback and their relationships with employee well being (job depression, job anxiety, job satisfaction, turnover intentions) and perceived control at work. We hypothesized quality of leader member exchange (LMX) to partially mediate these relationships. We measured the above constructs in two different industries at tw...

This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job ...

According to balance theory (Heider, 1958), when two coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the three parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LM...

According to balance theory (Heider, 1958), when 2 coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the 3 parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LMX on t...

This study empirically examined the proposition that supervisors' exchange relationships with their own supervisors (i.e., leader-leader exchange, or LLX) are related to their subordinates' work-related outcomes through 3 mechanisms: (a) leaders modeling their LLX to develop and maintain their exchange relationships with their subordinates (i.e., leader-member exchange, or LMX), (b) motivating ...

High-quality leader-member exchange (LMX) is commonly seen as beneficial to employees. However, this is not always the case in the eyes of other members of the same team. Based on social comparison theory, we propose that members who have high-quality LMX relationships with team leaders might face workplace ostracism through being envied by other members of the same team. Further, we hypothesiz...

Leader-member exchange (LMX) represents the quality of interaction between leaders and members of a work unit, such as the information system function within an organization. LMX is expected to improve organizational citizenship behavior, beneficial behaviors not explicitly rewarded, but prior research has failed to establish this link satisfactorily. To determine the influence of LMX in the IS...

This study compared the performance of LMX(R) broth (LMX), Chromocult Coliform(R) agar (CC) and Chromocult Coliform agar plus cefsulodin (10 microg ml-1) (CC-CFS), with standard methods multiple tube fermentation (MTF), for the enumeration of total coliforms and Escherichia coli from marine recreational waters. LMX and CC are two media designed to concurrently detect total coliform (TC) bacteri...