Relational leadership and team climates: Pitting differentiation versus agreement

Relational leadership and team climates: Pitting differentiation versus agreement There is an increasing interest in within-group agreement in organizations, in response to evidence that agreement is predictive of various organizational outcomes of interest. The model in this study suggests that within-group agreement on climate is predicted by the quality of exchange relationships, specifically team–member exchange (TMX), leader–member exchange (LMX), social interaction and work interdependence. Results suggest that average high quality LMX and TMX relationships are both predictive of within-group agreement on some measures of climate. The results also support the notion that differentiation in TMX relationships within a team is deleterious to within-group agreement on climate. Contrary to existing literature, social interaction and work interdependence were not significantly related to any of the other variables in the model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

Relational leadership and team climates: Pitting differentiation versus agreement

The Leadership Quarterly, Volume 17 (3) – Jun 1, 2006

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Publisher
Elsevier
Copyright
Copyright © 2006 Elsevier Inc.
ISSN
1048-9843
DOI
10.1016/j.leaqua.2006.02.005
Publisher site
See Article on Publisher Site

Abstract

There is an increasing interest in within-group agreement in organizations, in response to evidence that agreement is predictive of various organizational outcomes of interest. The model in this study suggests that within-group agreement on climate is predicted by the quality of exchange relationships, specifically team–member exchange (TMX), leader–member exchange (LMX), social interaction and work interdependence. Results suggest that average high quality LMX and TMX relationships are both predictive of within-group agreement on some measures of climate. The results also support the notion that differentiation in TMX relationships within a team is deleterious to within-group agreement on climate. Contrary to existing literature, social interaction and work interdependence were not significantly related to any of the other variables in the model.

Journal

The Leadership QuarterlyElsevier

Published: Jun 1, 2006

References

  • Social support, group consensus and stressor–strain relationships: Social context matters
    Bliese, P.D.; Britt, T.W.
  • Group consensus and psychological well-being: A large field study
    Bliese, P.D.; Halverson, R.R.
  • Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
    Graen, G.B.; Uhl-Bien, M.
  • Psychometric implications of the unit-of-analysis problem (with examples from the measurement of organizational climate)
    Sirotnik, K.A.
  • Predicting collective climates: Assessing the role of shared work values, needs, employee interaction and work group membership
    Young, S.A.; Parker, C.P.

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