Oxford Research Encyclopedia of Business and Management, 2022
In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality o... more In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality of the roles between the leaders and direct reports, and it was soon discovered that the linkages ranged between high quality and low quality. That linkage progressed into “leader–member exchange” (LMX) in 1982. In essence, research reached a point where it found a continuum of the quality of the relationship between the two members. High-quality relationships put the employees into the leader’s “ingroup,” while low-quality relationships left employees on the outside looking in. It followed that those in the ingroup would have some say in the decision-making, would have easier access to the leader, and would garner more respect and “liking.” Researchers have used the LMX-7 to examine how the quality of superior/subordinate relationships affects individual, interpersonal, and organization factors like job satisfaction, communication motives, and organizational identification (as did the or...
Oxford Research Encyclopedia of Business and Management, Feb 24, 2022
In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality o... more In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality of the roles between the leaders and direct reports, and it was soon discovered that the linkages ranged between high quality and low quality. That linkage progressed into “leader–member exchange” (LMX) in 1982. In essence, research reached a point where it found a continuum of the quality of the relationship between the two members. High-quality relationships put the employees into the leader’s “ingroup,” while low-quality relationships left employees on the outside looking in. It followed that those in the ingroup would have some say in the decision-making, would have easier access to the leader, and would garner more respect and “liking.” Researchers have used the LMX-7 to examine how the quality of superior/subordinate relationships affects individual, interpersonal, and organization factors like job satisfaction, communication motives, and organizational identification (as did the original LMX scale). Although the LMX-7 remains one of the most prominent psychometric measures of LMX, researchers still debate whether the construct should be considered unidimensional or multidimensional. While the intricacies of LMX-7 versus LMX have been argued, and with teams becoming more of an organizational resource, team–member exchange (TMX) was found to be a supported extension of LMX. While at this point TMX is lacking in the volume and pace of research, due to the difficulties of measurement among a group of people who might have a variety of leaders during the process, the existing research has produced some results that are extremely relevant, now and in the future. Examples of what has been found when the team exchange relationship is high include reduced stress, increased psychological empowerment, increased creativity, increased team performance, increased individual performance, increased organizational citizenship behaviors, increased organizational commitment, and increased job satisfaction, just to name a few. In sum, the investigation into LMX provides a history of the field of LMX and its many iterations and the role it plays in leadership studies. This research includes LMX antecedents, consequences, moderators, mediators, and outcomes, as any field in which over 4,500 papers have been published needs an effective way to highlight the progress and pathways.
International Journal of Management and Marketing Research, 2012
In this research we investigate possible differential effects of subordinate positive trait affec... more In this research we investigate possible differential effects of subordinate positive trait affect and negative trait affect upon four dimensions of supervisor-rated leader member exchange: affect, loyalty, contribution, and professional respect. In addition, self-monitoring is tested for its potential moderating effect upon these relationships. Data was collected from 267 subordinate/supervisor dyads in six different organizations. Results revealed that subordinates’ negative trait affect is negatively related to the supervisor-rated dimensions of affect, loyalty, and respect, while subordinate positive affect is positively related to the dimensions of contribution and professional respect. Conversely, the hypothesized moderating effect of self-monitoring upon the relationships received no support, despite existing research to the contrary. We conclude with a discussion of the implications for theory, practice, and future research.
The Handbook will combine insights from research and practice to provide a state-of-the-art refle... more The Handbook will combine insights from research and practice to provide a state-of-the-art reflection on the use of technology in courses and programs that prepare students for management and leadership roles in business and other organizations. The book will include chapters written by (a) experienced practitioners using technology in novel and effective ways in their face-to-face, hybrid, and online management and leadership classes (undergraduate and graduate) and (b) researchers and scholars reporting and reflecting on research and literature that can guide instructors on the challenges and benefits of teaching with technology.
In this research we investigate possible differential effects of subordinate positive trait affec... more In this research we investigate possible differential effects of subordinate positive trait affect and negative trait affect upon four dimensions of supervisor-rated leader member exchange: affect, loyalty, contribution, and professional respect. In addition, self-monitoring is tested for its potential moderating effect upon these relationships. Data was collected from 267 subordinate/supervisor dyads in six different organizations. Results revealed that subordinates’ negative trait affect is negatively related to the supervisor-rated dimensions of affect, loyalty, and respect, while subordinate positive affect is positively related to the dimensions of contribution and professional respect. Conversely, the hypothesized moderating effect of self-monitoring upon the relationships received no support, despite existing research to the contrary. We conclude with a discussion of the implications for theory, practice, and future research.
International Journal of Information Systems and Social Change, 2015
Web 2.0 tools occupy a large part of our lives, and their use in the classroom offers instructors... more Web 2.0 tools occupy a large part of our lives, and their use in the classroom offers instructors a unique opportunity to gather substantial information about individual and interactive student behaviors. The authors' challenge is understanding the implications of this rich data source for assessing course efficacy and student learning, and applying these insights to further enhance the development of global business competencies. This paper reviews 311 student interactions as reflected in comments exchanged in a digital social learning community and, using social network analysis, discusses the potential to use these interactions to assess student critical thinking, communication, and collaborative feedback skills. The authors conclude with implications and recommendations for instructors who want to use Web 2.0 platforms and data to enhance their understanding of student and class digital interactions, and apply this information to course enhancement.
Internal and external workplace diversity and the technology-induced time constraints of multinat... more Internal and external workplace diversity and the technology-induced time constraints of multinational competition make the challenge of improving organizational communication bigger than ever. Narrative paradigm or the “storytelling” theory has been proffered as an effective cross-cultural communication tool, but this article presents the idea that storytelling goes beyond that and fills the diverse communication needs of today’s heterogeneous workforce. It
Oxford Research Encyclopedia of Business and Management, 2022
In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality o... more In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality of the roles between the leaders and direct reports, and it was soon discovered that the linkages ranged between high quality and low quality. That linkage progressed into “leader–member exchange” (LMX) in 1982. In essence, research reached a point where it found a continuum of the quality of the relationship between the two members. High-quality relationships put the employees into the leader’s “ingroup,” while low-quality relationships left employees on the outside looking in. It followed that those in the ingroup would have some say in the decision-making, would have easier access to the leader, and would garner more respect and “liking.” Researchers have used the LMX-7 to examine how the quality of superior/subordinate relationships affects individual, interpersonal, and organization factors like job satisfaction, communication motives, and organizational identification (as did the or...
Oxford Research Encyclopedia of Business and Management, Feb 24, 2022
In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality o... more In 1975, the phrase “vertical dyad linkage” (VDL) was introduced to begin examining the quality of the roles between the leaders and direct reports, and it was soon discovered that the linkages ranged between high quality and low quality. That linkage progressed into “leader–member exchange” (LMX) in 1982. In essence, research reached a point where it found a continuum of the quality of the relationship between the two members. High-quality relationships put the employees into the leader’s “ingroup,” while low-quality relationships left employees on the outside looking in. It followed that those in the ingroup would have some say in the decision-making, would have easier access to the leader, and would garner more respect and “liking.” Researchers have used the LMX-7 to examine how the quality of superior/subordinate relationships affects individual, interpersonal, and organization factors like job satisfaction, communication motives, and organizational identification (as did the original LMX scale). Although the LMX-7 remains one of the most prominent psychometric measures of LMX, researchers still debate whether the construct should be considered unidimensional or multidimensional. While the intricacies of LMX-7 versus LMX have been argued, and with teams becoming more of an organizational resource, team–member exchange (TMX) was found to be a supported extension of LMX. While at this point TMX is lacking in the volume and pace of research, due to the difficulties of measurement among a group of people who might have a variety of leaders during the process, the existing research has produced some results that are extremely relevant, now and in the future. Examples of what has been found when the team exchange relationship is high include reduced stress, increased psychological empowerment, increased creativity, increased team performance, increased individual performance, increased organizational citizenship behaviors, increased organizational commitment, and increased job satisfaction, just to name a few. In sum, the investigation into LMX provides a history of the field of LMX and its many iterations and the role it plays in leadership studies. This research includes LMX antecedents, consequences, moderators, mediators, and outcomes, as any field in which over 4,500 papers have been published needs an effective way to highlight the progress and pathways.
International Journal of Management and Marketing Research, 2012
In this research we investigate possible differential effects of subordinate positive trait affec... more In this research we investigate possible differential effects of subordinate positive trait affect and negative trait affect upon four dimensions of supervisor-rated leader member exchange: affect, loyalty, contribution, and professional respect. In addition, self-monitoring is tested for its potential moderating effect upon these relationships. Data was collected from 267 subordinate/supervisor dyads in six different organizations. Results revealed that subordinates’ negative trait affect is negatively related to the supervisor-rated dimensions of affect, loyalty, and respect, while subordinate positive affect is positively related to the dimensions of contribution and professional respect. Conversely, the hypothesized moderating effect of self-monitoring upon the relationships received no support, despite existing research to the contrary. We conclude with a discussion of the implications for theory, practice, and future research.
The Handbook will combine insights from research and practice to provide a state-of-the-art refle... more The Handbook will combine insights from research and practice to provide a state-of-the-art reflection on the use of technology in courses and programs that prepare students for management and leadership roles in business and other organizations. The book will include chapters written by (a) experienced practitioners using technology in novel and effective ways in their face-to-face, hybrid, and online management and leadership classes (undergraduate and graduate) and (b) researchers and scholars reporting and reflecting on research and literature that can guide instructors on the challenges and benefits of teaching with technology.
In this research we investigate possible differential effects of subordinate positive trait affec... more In this research we investigate possible differential effects of subordinate positive trait affect and negative trait affect upon four dimensions of supervisor-rated leader member exchange: affect, loyalty, contribution, and professional respect. In addition, self-monitoring is tested for its potential moderating effect upon these relationships. Data was collected from 267 subordinate/supervisor dyads in six different organizations. Results revealed that subordinates’ negative trait affect is negatively related to the supervisor-rated dimensions of affect, loyalty, and respect, while subordinate positive affect is positively related to the dimensions of contribution and professional respect. Conversely, the hypothesized moderating effect of self-monitoring upon the relationships received no support, despite existing research to the contrary. We conclude with a discussion of the implications for theory, practice, and future research.
International Journal of Information Systems and Social Change, 2015
Web 2.0 tools occupy a large part of our lives, and their use in the classroom offers instructors... more Web 2.0 tools occupy a large part of our lives, and their use in the classroom offers instructors a unique opportunity to gather substantial information about individual and interactive student behaviors. The authors' challenge is understanding the implications of this rich data source for assessing course efficacy and student learning, and applying these insights to further enhance the development of global business competencies. This paper reviews 311 student interactions as reflected in comments exchanged in a digital social learning community and, using social network analysis, discusses the potential to use these interactions to assess student critical thinking, communication, and collaborative feedback skills. The authors conclude with implications and recommendations for instructors who want to use Web 2.0 platforms and data to enhance their understanding of student and class digital interactions, and apply this information to course enhancement.
Internal and external workplace diversity and the technology-induced time constraints of multinat... more Internal and external workplace diversity and the technology-induced time constraints of multinational competition make the challenge of improving organizational communication bigger than ever. Narrative paradigm or the “storytelling” theory has been proffered as an effective cross-cultural communication tool, but this article presents the idea that storytelling goes beyond that and fills the diverse communication needs of today’s heterogeneous workforce. It
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Papers by Kim Gower