Keywords : Leader Member Exchange


Exploring the Effect of Leader Member Exchange (LMX) Level on Employees Psychological Contract Perceptions

Atilhan Naktiyok; Mehmet Emirhan Kula

International Journal of Organizational Leadership, Volume 7, Issue 2, Pages 120-128
DOI: 10.33844/ijol.2018.60335

Leader member exchange (LMX) theory emphasizes that leaders establish different associations with each one of their followers through a system of exchanges and a psychological contract is an employees beliefs regarding the mutual obligations between the employee and an employer. Within this study the impact of subordinates’ leader member exchange level on perceived psychological contract violation has been identified at first and it has been found that subordinates’ leader member exchange level negatively effect on perceived psychological contract violation. Also it is seen when the demographic variables are taken into account that there are significant relations between education level, type of employment and age categories.

Leader member exchange as a mediator of the relationship between servant leadership and job satisfaction: A research on Turkish ICT companies

Buket Akdol; F. Sebnem Arikboga

International Journal of Organizational Leadership, Volume 6, Issue 4, Pages 525-535
DOI: 10.33844/ijol.2017.60226

Servant leadership (SL) is a theoretical framework that defines a leader’s primary motivation and role as service to others.  It introduces a holistic approach to work, advocates a sense of community, and promotes the sharing of power in decision making by showing humility, authenticity, and stewardship.  Servant leader also develops and empowers employees by standing back, encouraging to be autonomous, and by forgiving mistakes.  On the other hand, the Leader Member Exchange (LMX) Theory explores the one-on-one relationship between a leader and the individual follower independently, instead of focusing on the general relationship between the leader and the group as a whole.  The objective of this study is to test the effect of SL on job satisfaction (JS) in Turkish business context and to identify the mediator effects of LMX on the relationship between SL and JS by quantitative data obtained from Information and Communication Technologies (ICT) Sector companies in Turkey. The multidimensional leadership measure developed by Van Dierendonck and Nuijten (2011), four-dimension LMX Measure of Liden and Maslyn (1998), and short form of Minnesota Job Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England, and Lofquist (1967) were used as assessment tools on questionnaire. Research results show that there is a partial mediator effect of LMX on the relationship between SL and JS.