SAGE Readings

Reference Articles

Attribution Bias

Relationships

Journal Articles

Article 1: Fairhurst, G. T. and Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership 10(1), 7-35.

Questions that apply to this article:

  1. This article discusses a communication-centered view of leadership.  How is this view of leadership consistent with leadership in LMX theory?
  2. A section of the article is titled “Leadership (communication) is relational, neither leader-centric nor follower-centric.” Describe the parallels in this section to the leadership-making process in LMX.
  3. Is the work of trying to get all followers into the in-group and have high-quality exchanges constructionist relational leadership or structurationist? Defend your answer.

*a. Answers vary.

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Article 2: Sherman, K. E., Kennedy, D. M., Woodard, M. S. and McComb, S.A. (2012). Examining the “Exchange” in Leader-member exchange. Journal of Leadership & Organizational Studies 19(4), 407-423.

Questions that apply to this article:

  1. Using the language of LMX, describe the research methods used in this study.
  2. What were the reasons given for members’ turnover intentions compared to actual turnover? How does this compare with information in the text about the outcomes of high-quality leader–member exchanges?
  3. Describe the differences in Figure 1. Dyadic relationships in the article when compared to the Leadership Making phases: Stranger, Acquaintance and Mature-partnership phases.

*a. Answers vary.

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Article 3: Brunetto, Y., Farr-Wharton, R., Ramsay, S. and Shacklock, K. (2010). Supervisor relationships and perceptions of work-family conflict. Asia Pacific Journal of Human Resources 48(2), 212-232.

Questions that apply to this article:

  1. Why is work-family conflict being studied in the context of leader-member exchange?
  2. Describe the difference between police officers and nurses’ perception of LMX and its predicted perception of work-family conflict. Why are these two work groups so different?
  3. Using LMX principles, what could nurse managers in the public sector do to decrease nurse turnover?

*a. Answers vary.

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Article 4: Shiva, M. and Suar, D. (2010). Leadership, LMX, commitment and NGO effectiveness: Transformational, Leadership, Leader-member exchange, organizational commitment, organizational effectiveness and programme outcomes in non-governmental organizations. International Journal of Rural Management 6(1), 117-150.

Questions that apply to this article:

  1. How do the authors describe the interrelationships between transformational leadership and LMX?
  2. How can leaders use LMX to improve organizational commitment?
  3. What were the study findings on commitment and high quality LMX on NGO effectiveness?

*a. Answers vary.

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Article 5: Gomez, C. and Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment. Group & Organization Management 26(1), 53-69.

Questions that apply to this article:

  1. Describe the four cognitive dimensions of empowerment.
  2. Explain how LMX can be a potential antecedent to employee empowerment. How do LMX and trust interact in a work setting?
  3. What did the study find regarding trust and quality of LMX? How were these findings similar to quality of LMX and employee empowerment?

*a. Answers vary.