Previous research indicated that leader moral identity (MI; i.e., leaders' self-definition in terms of moral attributes) predicts to what extent followers perceive their leader as ethical (i.e., demonstrating and promoting ethical conduct in the organization). Leadership, however, is a relational process that involves leaders and followers. Building on this understanding, we hypothesized that f...

Leader-Member Exchange (LMX) theory and Team-Member Exchange (TMX) theory provide the foundation for development of a model of the interpersonal relationships among work groups. The model extends the findings of a quarter-century of LMX research to all dyadic relationships within a work group. This cluster of dyadic member-member relationships (MxiMyjX), as well as the Leader-Member relationshi...

کچ ی هد پ ی ش مز ی هن ه و فد : ساسا د مردنس رد نامرد ي سفنت سرتس ي ظنت نادازون داح ي سکا لدابت م ي و نژ د ي سکا ي د هدوب نبرک تسا طسوت هک کبس اـه ي ناـمرد ي فلتخم ي هلمجزا لکتورپ INSURE ماجنا م ي دوش ا اذل . ي هعلاطم ن فدهاب اقم ي هس عضو ي ت اه ي ندب ي عضو رب رمد و زاب قاط ي سفنت ت ي هـب لاتـبم سراـن نادازون ردنس د م ي سفنت سرتس ي لکتورپ اب نامرد تحت داح INSURE ماجنا درگ ...

This work proposed a theoretical model for investigating the process of job performance (JP) and organizational commitment (OC) using career stage as a moderator. In the proposed model, OC and leader-member exchange (LMX) directly influence JP, while LMX and job satisfaction (JS) indirectly influence JP via the mediation of OC. The causal relationships are moderated by a career stage moderator,...

This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the indi...

To date, leader-member exchange (LMX) research has primarily examined member outcomes, such as member attitudes and performance. However, little research exists regarding outcomes specific to the leader. Focusing on the leader-member dyad, we develop a framework of leader outcomes resulting from resource exchanges with members. We propose specific resource substitutes and discuss the impact of ...