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

Abstract: This paper reviews the literature on communication in organizations most relevant to the study of leadership. Although leadership communication research has a history of significant overlap with leadership psychology, the value commitments of a communicative orientation now find expression in a large body of extant literature that this paper reviews. These value commitments, which cross several theoretical paradigms, serve as the organizing framework for this paper. The paper concludes with a research agenda for future leadership communication research.

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

Abstract: Leader–member exchange (LMX) ratings from 375 supervisor–subordinate pairs were used to examine employee outcomes within the context of leader and member agreement/disagreement on the quality of their exchange relationship. The outcomes of interest included members’ turnover intentions and actual turnover within the 6 months following the initial survey. Results indicate that outcomes varied across the different dyadic relationships. Furthermore, the LMX variable (i.e., the leader’s rating, member’s rating, or both) that was significantly related to intent to turnover and actual turnover when both LMX variables were added to the model simultaneously was contingent on the nature of the LMX relationship being examined.

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

Abstract: Social capital theory (SCT) is used as a lens for operationalising the impact of one type of workplace relationship — the supervisor—subordinate relationship (measured using leader—member exchange (LMX)) — upon employees’ perceptions of work—family conflict (WFC) and in turn, job satisfaction. The analysis distinguishes between different types of employees (professional and non-professional) within different work contexts (public and private sector). A cross-sectional survey design was used to collect data from a sample of 180 police officers and 1064 nurses (898 private sector and 344 public sector employees).

The findings show that the supervisor—subordinate relationship predicted 43.3% of police officers’ perception of WFC, but only 2.9% of nurses’ perception. Moreover, 33.46% of the variance of job satisfaction was explained by employees’ perception of LMX and WFC, although the impact was stronger for police officers in particular and public sector employees in general. The implication is that organisations will benefit from promoting effective workplace supervisor—subordinate relationships.

Journal Article 4: Shiva, M., & 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, 117–150.

Abstract: This study examines whether transformational leadership influences leader–member exchange (LMX) that furthers organizational commitment. It also examines whether transformational leadership directly influences the organizational commitment. Further, the study tests whether organizational commitment enhances NGOs’ effectiveness that improves programme outcomes in terms of health, income, education and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). The constructs under study were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education and happiness were evaluated from villagers using visuals. Results reveal that transformational leadership directly influences LMX that furthers organizational commitment. Organizational commitment of staff members furthers NGO effectiveness. NGO effectiveness improves health, income, education and happiness of villagers. Transformational leadership has no direct influence on organizational commitment. Rather, such a leadership at the top fosters favourable LMX that leads to organizational commitment of the employees that positively influences NGO effectiveness, which finally improves health, income, education and happiness levels of beneficiaries.