東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

The Effects of Leader-Member Exchang...

Seo, Jungmin.

FindBook

Google Book

Amazon

博客來

The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors./
作者:	Seo, Jungmin.
面頁冊數:	118 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
Contained By:	Dissertation Abstracts International77-09A(E).
標題:	Organizational behavior. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10107726
ISBN:	9781339711140

The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors.
Seo, Jungmin.

The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors. - 118 p.

Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.

Thesis (Ph.D.)--Arizona State University, 2016.

This dissertation explores when and how the social comparisons that employees make with respect to their LMX (leader-member exchange) relationships affect their work performance and behaviors. The study introduces the concept of LMX social comparison across dyads (LMXAD) in which a follower compares the quality of his/her supervisory relationship to other leader-member dyads outside of the workgroup (e.g., my leader-myself vs. other leaders-other colleagues). Thus, the study sheds light on LMX social comparison processes at a dyadic level (e.g., our relationship vs. their relationships) as opposed to the individual level (e.g., my relationship vs their relationships, when followers share a same leader) to highlight the importance and saliency of leader-member dyadic comparisons. Drawing upon Thibaut & Kelley (1959)'s social exchange theory, the study, which collected data from 318 employees in Korean companies, empirically supported the positive effects of LMXAD on work performance, organizational citizenship behavior (OCB), and the negative effects of LMXAD on counterproductive work behavior (CWB), beyond LMX and LMX social comparison within group (e.g., my leader-myself vs. my leader-coworkers). Furthermore, results suggest upward counterfactual thoughts with regards to the current LMX relationship, mediates the relationship between LMXAD and work performance and CWB. Individual LMX and causal attributions also have a moderating effect by weakening the negative effects of LMXAD on upward counterfactual thoughts.

ISBN: 9781339711140Subjects--Topical Terms:

516683
Organizational behavior.

The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors.
LDR:02457nmm a2200277 4500 001 2078377
005 20161122122555.5
008 170521s2016 ||||||||||||||||| ||eng d
020 $a 9781339711140
035 $a (MiAaPQ)AAI10107726
035 $a AAI10107726
040 $a MiAaPQ $c MiAaPQ
100 1 $a Seo, Jungmin. $3 1907868
245 1 4 $a The Effects of Leader-Member Exchange (LMX) Social Comparisons on Employees' Work Behaviors.
300 $a 118 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
500 $a Advisers: Jennifer D. Nahrgang; Jeffery A. Lepine.
502 $a Thesis (Ph.D.)--Arizona State University, 2016.
520 $a This dissertation explores when and how the social comparisons that employees make with respect to their LMX (leader-member exchange) relationships affect their work performance and behaviors. The study introduces the concept of LMX social comparison across dyads (LMXAD) in which a follower compares the quality of his/her supervisory relationship to other leader-member dyads outside of the workgroup (e.g., my leader-myself vs. other leaders-other colleagues). Thus, the study sheds light on LMX social comparison processes at a dyadic level (e.g., our relationship vs. their relationships) as opposed to the individual level (e.g., my relationship vs their relationships, when followers share a same leader) to highlight the importance and saliency of leader-member dyadic comparisons. Drawing upon Thibaut & Kelley (1959)'s social exchange theory, the study, which collected data from 318 employees in Korean companies, empirically supported the positive effects of LMXAD on work performance, organizational citizenship behavior (OCB), and the negative effects of LMXAD on counterproductive work behavior (CWB), beyond LMX and LMX social comparison within group (e.g., my leader-myself vs. my leader-coworkers). Furthermore, results suggest upward counterfactual thoughts with regards to the current LMX relationship, mediates the relationship between LMXAD and work performance and CWB. Individual LMX and causal attributions also have a moderating effect by weakening the negative effects of LMXAD on upward counterfactual thoughts.
590 $a School code: 0010.
650 4 $a Organizational behavior. $3 516683
650 4 $a Management. $3 516664
690 $a 0703
690 $a 0454
710 2 $a Arizona State University. $b Business Administration. $3 1679662
773 0 $t Dissertation Abstracts International $g 77-09A(E).
790 $a 0010
791 $a Ph.D.
792 $a 2016
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10107726