LİDER ÜYE ETKİLEŞİMİ: LİTERATÜR TARAMASI

Year 2021, , 257 - 277, 31.03.2021

Lütfi Sürücü

https://doi.org/10.17130/ijmeb.902223

Cited By: 5

Abstract

Yapılan araştırmalar lider üye etkileşimi kalitesinin, çalışanların; iş tatmini, motivasyon ve örgütsel
bağlılıklarını artırarak örgütün performansına olumlu önde katkı sağladığını göstermektedir. Bu nedenle
lider üye etkileşimini anlamak uygulayıcılar ve araştırmacılar için faydalı olacaktır. Bu çalışmada, ikincil
kaynaklar kullanılarak lider-üye değişimi ile ilgili kavramsal bir çerçeve oluşturulmuştur. Bu maksatla
lider üye etkileşimi teorisinin tanımı, kavramsal çerçevesi, teorik temelleri, teorinin gelişim süreci ve
lider üye etkileşiminin örgütsel sonuçlarına yer verilmiştir. Yapılan bu çalışma uygulayıcıların lider
üye etkileşimi daha derinden anlamasına yardımcı olurken lider üye etkileşimine yönelik araştırmalarda
kaynak teşkil edeceği değerlendirilmektedir.

Keywords

Leadership, Leader Member Exchange, Organizational Outcomes

References

• Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422.
• Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 2, 267- 299.
• Audenaert, M., Van der Heijden, B., Rombaut, T. & Van Thielen, T. (2020). The role of feedback quality and organizational cynicism for affective commitment through leader–member exchange. Review of Public Personnel Administration, 1-23.
• Bauer, T. N. & Erdogan, B. (2015). Leader-member exchange (LMX) theory: An introduction and overview. The Oxford Handbook of Leader-Member Exchange, 3-9.
• Bauer, T. N., Green, S.G. & Bauer, T.N. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.
• Blau, M. P. (1964). Exchange and power in social life. New York: Wiley. Çalışkan, E. N. (2015). The impact of strategic human resource management on organizational performance. Deniz Bilimleri ve Mühendisliği Dergisi, 6(2), 100-116.
• Dansereau, F., Graen, G. B. & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role-making process. Organizational Behavior and Human Performance, 13(1), 46-78.
• Dienesch, R. M. & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.
• Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L. & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715-1759.
• Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 31-41.
• Epitropaki, O. & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676.
• Erdogan, B. & Bauer, T. N. (2014). Leader-member exchange (LMX) theory: The relational approach to leadership. In D. V. Day (Eds.), Oxford library of psychology. The Oxford handbook of headership and organizations (pp. 407–433). Oxford University Press.
• Festinger, L. (1957). A theory of cognitive dissonance. Evanston, IL: Row, Peterson.
• Festinger, L. (1964). Conflict, decision, and dissonance. Stanford, CA: Stanford University Press. Gerstner, C. R. & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
• Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 161-178.
• Graen, G. B. (1976). Role-making processes within complex organizations. Handbook of Industrial And Organizational Psychology.
• Graen, G., Novak, M. A. & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30(1), 109-131.
• Graen, G. B. & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175-208.
• Graen, G. B. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leadermember exchange theory of leadership over 25 years: Applying a multi-level multi domain perspective. Leadership Quarterly, 6(2), 219-247.
• Gross, N., Mason, W. S. & McEachern, A. W. (1958). Explorations in role analysis: Studies of the school superintendency role. Administrative Science Quarterly, 3(4), 530-532.
• Harris, K. J. & Kacmar, K. M. (2006). Too much of a good thing: The curvilinear effect of leader-member exchange on stress. The Journal of Social Psychology, 146(1), 65-84.
• Hollander, E. P. (1980). Leadership and social exchange processes. In K. J. Gergen, M. S. Greenberg, R. H. Willis (Eds.), Social exchange (pp. 103-118). Springer, Boston, MA.
• Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597-606.
• Ilies, R., Nahrgang, J. D. & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269.
• Kahn, R. L. (1964). Exchange and power in social life. New York: Wiley.
• Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, D. J. & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. New York: Wiley.
• Kinicki, A. J. & Vecchio, R. P. (1994). Influence on the quality of supervisor-subordinate relations: The role of time- pressure, organizational commitment, and locus of control. Journal of Organizational Behavior, 15(1), 75-82.
• Liden, R. C. & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451-465.
• Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
• Liden, R. C., Sparrowe, R. T. & Wayne, S. (1997). Leader-member exchange theory: The past and potential for the future. Research in Personnel and Human Resources Management, 15, 47-119.
• Liden, R. C., Wayne, S. J. & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407.
• Linton, R. (1936). The study of man. New York: Appleton-Century. López-Ibort, N., González-de la Cuesta, D., Antoñanzas-Lombarte, T. & Gascón-Catalán, A. (2020). The correlation between leader–member exchange and organisational commitment among spanish registered nurses: The moderating role of sex and hospital size. International Journal of Environmental Research and Public Health, 17(3), 721
• Martin, R., Guillaume, Y., Thomas, G., Lee, A. & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69(1), 67-121.
• Maslyn, J. M. & Uhl-Bien, M. (2001). Leader–member exchange and its dimensions: Effects of self-effort and other’s effort on relationship quality. Journal of Applied Psychology, 86(4), 697-708.
• Matta, F. K., Scott, B. A., Koopman, J. & Conlon, D. E. (2015). Does seeing “eye to eye” affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of Management Journal, 58(6), 1686-1708.
• McNeely, B. L. & Meglino, B. M. (1994). The role of dispositional and situational antecedents in prosocial organizational behavior: An examination of the intended beneficiaries of prosocial behavior. Journal of Applied Psychology, 79(6), 836-844.
• Scandura, T. A. (1999). Rethinking leader-member exchange: An organizational justice perspective. The Leadership Quarterly, 10(1), 25-40.
• Shore, L. M. & Wayne, S. J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78(5), 774.
• Sparrowe, R. T. & Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50(4), 505-535.
• Sürücü, L. & Şeşen, H. (2019). Entrepreneurial behaviors in the hospitality industry: Human resources management practices and leader member exchange role. Revista de Cercetare si Interventie Sociala, 66, 114-132.
• Şeşen, H., Sürücü, L. & Maşlakcı, A. (2019). On the relation between leadership and positive psychological capital in the hospitality industry. International Journal of Business, 24(2), 182-197.
• Tanrıverdi, H. & Kahraman, O. C. (2016). 5 yıldızlı otel işletmelerinde lider-üye etkileşimi ve işe yabancılaşma ilişkisi: Marmaris ve İstanbul destinasyonlarında bir araştırma. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 18(3), 463-493.
• Vecchio, R. P. (1997). Are you in or out with your boss? In R. P. Vecchio (Eds.), Leadership: Understanding the dynamics of power and influence in organizations. Notre Dame, IN: University of Notre Dame Press.
• Vroom, V. H. (1964). Work and motivation. New York, NY: Wiley.
• Walumbwa, F. O., Cropanzano, R. & Goldman, B. M. (2011). How leader–member exchange influences effective work behaviors: Social exchange and internal–external efficacy perspectives. Personnel Psychology, 64(3), 739-770.
• Quade, M. J., McLarty, B. D. & Bonner, J. M. (2020). The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance. Human Relations, 73(8), 1157-1181.
• Williams, E. A., Scandura, T. A., Pissaris, S. & Woods, J. M. (2016). Justice perceptions, leader-member exchange, and upward influence tactics. Leadership & Organization Development Journal, 37(7), 1000-1015.