Unpacking the LMX-OCB Relationship - MUNSHI, JAYEETA
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The question of what drives organizational success and what aligns an employee to it mentally, is an intriguing question. Many theories targeted to plausibly answer the query at different times. Some of those important works pointed towards leadership in a workgroup as one of the most important factors. And, Leader Member Exchange (LMX) theory and concept is in the limelight of leadership research for past few years. In a competitive environment the bonding and mutual trust in workgroup drives success of the group. A leader's relationship with some subordinates may be close, personal, and…mehr

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Produktbeschreibung
The question of what drives organizational success and what aligns an employee to it mentally, is an intriguing question. Many theories targeted to plausibly answer the query at different times. Some of those important works pointed towards leadership in a workgroup as one of the most important factors. And, Leader Member Exchange (LMX) theory and concept is in the limelight of leadership research for past few years. In a competitive environment the bonding and mutual trust in workgroup drives success of the group. A leader's relationship with some subordinates may be close, personal, and open, while their relationship with other subordinates may be more formal, with less communication about non-work issues. LMX theory posits that these relational differences will lead to a variety of outcomes, including differences in performance among employees within and beyond formal role definition.The present report attempts to establish an agreement between leader's perspective of LMX and subordinates' perspective of LMX, and investigate the influence of LMX on Organizational Citizenship Behaviour (OCB) & its various constructs.
Autorenporträt
Assistant Professor at Techno Main Saltlake's School of Management, specializing in a wide array of subjects including HR analytics, Human Resource Management, Labor Law, Organizational Design, Business Strategies, and more.