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Title: Leader Member Exchange A Study of Antecedents and Organizational Outcomes
Researcher: Kaul Natasha
Guide(s): Trivedi Harismita
Keywords: Antecedents
Leader member exchange
University: Nirma University
Completed Date: 19/12/2016
Abstract: Research on LMX (Leader-member exchange) is based on the assumption that the quality of newlinethe relationship between the supervisor and the subordinate affects important individual and newlineorganizational outcomes. This suggests that both the supervisor and the subordinate are newlinerelevant parties when studying LMX, yet most research has studied LMX from either the newlinesupervisor or the subordinate s perspective. Recent research has reiterated that it is important newlineto study dyadic LMX i.e. LMX studied from both the leaders and the subordinates newlineperspective because agreement/disagreement of LMX quality has implications on important newlinework outcomes like performance, commitment, etc. Yet, there are very few studies that have newlineexplored dyadic LMX. So, the researcher proposed to study dyadic LMX. There has also been newlinea call from researchers to explore antecedents and consequences of dyadic LMX. So the newlineresearcher has also explored value congruence with the supervisor as an antecedent of dyadic newlineLMX (operationalized as LMX congruence) and organizational commitment (OC) as a newlineconsequence of it. This study also examined if value congruence with the organization newlinemoderates the relationship between LMX and OC. A survey was used to collect data from IT newlinecompanies of different sizes from the Gujarat state region for this study. 385 supervisorsubordinate newlinedyads completed the survey which included measures of LMX, values and newlineorganizational commitment. To measure congruence supervisor and subordinate responses newlinewere matched for LMX and profile similarity indices were calculated for value congruence newlinemeasures. For analysis within and Between Analysis (WABA) was used given the dyadic newlinenature of the data. The results showed that value congruence with the supervisor had no newlinerelationship with LMX. They also showed that LMX congruence had differential impact on newlineorganizational commitment. As expected, balanced low and balanced high dyads were newlineassociated with relatively low and high levels of OC respectively, while the incongruent newlinecombinations generally yielded inte
Appears in Departments:Institute of Management

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02_certificate.pdfAttached File112.71 kBAdobe PDFView/Open
03_abstract.pdf148.66 kBAdobe PDFView/Open
04_declaration.pdf113.66 kBAdobe PDFView/Open
05_acknowledgements.pdf194.44 kBAdobe PDFView/Open
06_contents.pdf149 kBAdobe PDFView/Open
07_list_of_tables.pdf144.95 kBAdobe PDFView/Open
08_list_of_figures.pdf142.36 kBAdobe PDFView/Open
09_chapter1.pdf356.72 kBAdobe PDFView/Open
10_chapter 2.pdf442.47 kBAdobe PDFView/Open
11_chapter 3.pdf640.72 kBAdobe PDFView/Open
12_chapter 4.pdf261.38 kBAdobe PDFView/Open
13_conclusion.pdf152.2 kBAdobe PDFView/Open
14_bibliography.pdf302.8 kBAdobe PDFView/Open
15_appendix.pdf186.02 kBAdobe PDFView/Open
1_title.pdf3.46 kBAdobe PDFView/Open

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