Leader-Member Exchange Theory (LMX) - Amaral, Derly Jardim do
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This book addresses research involving members' perceptions of the relationship they perceive they have with their leader. Leader-Member Exchange Theory (LMX) was used to analyze these perceptions. The objective was to understand the extent to which followers felt they belonged to the "ingroup" or "outgroup" in terms of the relationships they had with their direct leaders. It was identified that a high-quality relationship, as defined in LMX, is formed on the basis of Loyalty, Affection, Contribution, and Professional Respect that leaders and followers maintain mutually. It was found that the…mehr

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Produktbeschreibung
This book addresses research involving members' perceptions of the relationship they perceive they have with their leader. Leader-Member Exchange Theory (LMX) was used to analyze these perceptions. The objective was to understand the extent to which followers felt they belonged to the "ingroup" or "outgroup" in terms of the relationships they had with their direct leaders. It was identified that a high-quality relationship, as defined in LMX, is formed on the basis of Loyalty, Affection, Contribution, and Professional Respect that leaders and followers maintain mutually. It was found that the perception of the quality of this relationship and the gender of the respondents were able to discriminate the priorities given to building this relationship. It is concluded that high-quality dyadic relationships can influence individual performance results and, therefore, deserve attention and investment from organizations.
Autorenporträt
Psychologist with a Master's and Doctorate in Business Administration. Currently an Adjunct Professor at Mackenzie Presbyterian University, Brazil. He has published articles in national and international journals on leadership and organizational behavior.