Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts

This study explored the extent to which the quality of leader-member exchange (LMX) affects subordinates' perceptions of communication satisfaction in multiple contexts. Findings indicate that the quality of LMX strongly influences subordinates' communication satisfaction in interpersonal (personal feedback and supervisory communication), group (co-worker communication and organizational integration in the workgroup), and organizational contexts (corporate communication, communication climate, and organizational media quality). Further, subordinates' LMXs with their superiors are tightly coupled with larger group and organizational contexts with respect to communication satisfaction. However, the strength of coupling decreases as the "sphere of influence" becomes more distanced and less direct.

[1]  Jaesub Lee,et al.  Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication , 2001 .

[2]  D. Hofmann,et al.  Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. , 1999 .

[3]  G. Yukl,et al.  Determinants of delegation and consultation by managers , 1999 .

[4]  Carolyn M. Anderson,et al.  The relationship of argumentativeness and verbal aggressiveness to cohesion, consensus, and satisfaction in small groups , 1999 .

[5]  Patrice M. Buzzanell,et al.  Listening to women's narratives of breast cancer treatment: a feminist approach to patient satisfaction with physician-patient communication. , 1999, Health communication.

[6]  A. Sturgill.  Relationship of telecommuting to organizational communication: A preliminary study of group process and communication satisfaction. , 1998 .

[7]  Alan R. Dennis,et al.  Testing Media Richness Theory in the New Media: The Effects of Cues, Feedback, and Task Equivocality , 1998, Inf. Syst. Res..

[8]  R. Liden,et al.  Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development , 1998 .

[9]  Jaesub Lee,et al.  Leader-Member Exchange, the "Pelz Effect," and Cooperative Communication between Group Members , 1997 .

[10]  Raymond T. Sparrowe,et al.  Leader-member exchange theory: The past and potential for the future. , 1997 .

[11]  Stephen G. Green,et al.  Development of Leader-Member Exchange: A Longitudinal Test , 1996 .

[12]  Patricia M. Sias.  Constructing perceptions of differential treatment: An analysis of coworker discourse , 1996 .

[13]  F. Varona.  Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations , 1996 .

[14]  Jaesub Lee,et al.  Maintenance Communication in Superior-Subordinate Work Relationships. , 1995 .

[15]  Jakki J. Mohr,et al.  Communication Flows in Distribution Channels: Impact on Assessments of Communication Quality and Satisfaction , 1995 .

[16]  Tom D. Daniels,et al.  SUBORDINATES' SATISFACTION WITH COMMUNICATION AND MANAGERS' RELATIONAL MESSAGES , 1995 .

[17]  Michael W. Kramer.  A Longitudinal Study of Superior-Subordinate Communication During Job Transfers , 1995 .

[18]  Patricia M. Sias,et al.  Differential Superior-Subordinate Relations, Perceptions of Fairness, and Coworker Communication , 1995 .

[19]  G. Graen,et al.  Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective , 1995 .

[20]  Carolyn M. Anderson,et al.  The Effects of Communication Motives, Interaction Involvement, and Loneliness on Satisfaction , 1995 .

[21]  Neville T. Duarte,et al.  Effects of Dyadic Quality and Duration on Performance Appraisal , 1994 .

[22]  Ronald J. Deluga,et al.  The Role of Subordinate Performance and Ingratiation in Leader-Member Exchanges , 1994 .

[23]  S. Wayne,et al.  The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior , 1993 .

[24]  Gail T. Fairhurst,et al.  The leader‐member exchange patterns of women leaders in industry: A discourse analysis , 1993 .

[25]  Ann M. Herd,et al.  Attributional conflict between managers and subordinates: An investigation of leader‐member exchange effects , 1993 .

[26]  Robert C. Liden,et al.  A longitudinal study on the early development of leader-member exchanges. , 1993 .

[27]  S. Ralston.  Applicant communication satisfaction, intent to accept second interview offers, and recruiter communication style , 1993 .

[28]  Phillip G. Clampitt,et al.  Employee Perceptions of the Relationship Between Communication and Productivity: A Field Study , 1993 .

[29]  T. Downs,et al.  Superior and subordinate perceptions of communication during performance appraisal interviews , 1992 .

[30]  Kathleen J. Krone.  A comparison of organizational, structural, and relationship effects on subordinates' upward influence choices , 1992 .

[31]  Vincent R. Waldron,et al.  Achieving Communication Goals in Superior-Subordinate Relationships: The Multi-Functionality of Upward Maintenance Tactics. , 1991 .

[32]  J. Tolson,et al.  Leaders' Upward Influence in the Organization , 1991 .

[33]  Gerald R. Ferris,et al.  Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. , 1990 .

[34]  Myria W. Allen,et al.  Gender Differences in Perceptions of Work: Limited Access to Decision-Making Power and Supervisory Support , 1990 .

[35]  M. Prisbell.  Classroom communication satisfaction, teacher uncertainty and course certainty over time 1 , 1990 .

[36]  J. Tolson,et al.  Extension of the Pelz Effect: The Impact of Leader's Upward Influence on Group Members' Control Within the Organization , 1990 .

[37]  Gail T. Fairhurst,et al.  Social structure in leader‐member interaction , 1989 .

[38]  David B. Greenberger,et al.  Attributions and Exchanges: The Effects of Interpersonal Factors on the Diagnosis of Employee Performance , 1989 .

[39]  Tom D. Daniels,et al.  The paradoxical influence of sex on communication rules coorientation and communication satisfaction in superior‐subordinate relationships , 1988 .

[40]  R. N. Kanungo,et al.  The Empowerment Process: Integrating Theory and Practice , 1988 .

[41]  Fredric M. Jablin.  Organizational entry, assimilation, and exit. , 1987 .

[42]  G. Graen,et al.  Toward a psychology of dyadic organizing. , 1987 .

[43]  R. Liden,et al.  Leader-Member Exchange Model of Leadership: A Critique and Further Development , 1986 .

[44]  J. Pincus.  COMMUNICATION SATISFACTION, JOB SATISFACTION, AND JOB PERFORMANCE , 1986 .

[45]  D. Baker,et al.  Leader Communication Style: A Test of Average Versus Vertical Dyad Linkage Models , 1985 .

[46]  Michael C. White,et al.  An Empirical Examination of the Parsimony of Perceptual Congruence Scores , 1985 .

[47]  Lynn A. Isabella,et al.  Mentoring Alternatives: The Role of Peer Relationships in Career Development , 1985 .

[48]  G. Graen,et al.  Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. , 1984 .

[49]  Richard D. Howard,et al.  The relationships of communication with supervisor and decision‐participation to employee job satisfaction , 1984 .

[50]  G. Yukl,et al.  Leadership in Organizations , 1981 .

[51]  Michael C. White,et al.  Satisfaction in Communication: An Examination of the Downs-Hazen Measure , 1981 .

[52]  Frédéric M. Jablin.  Subordinate's Sex and Superior-Subordinate Status Differentiation as Moderators of the Pelz Effect , 1980 .

[53]  K. Weick,et al.  The Social Psychology of Organizing, 2d ed. , 1980 .

[54]  G. Graen,et al.  Generalizability of the vertical dyad linkage model of leadership. , 1980 .

[55]  Fredric M. Jablin.  SUPERIOR'S UPWARD INFLUENCE, SATISFACTION, AND OPENNESS IN SUPERIOR-SUBORDINATE COMMUNICATION: A REEXAMINATION OF THE “PELZ EFFECT” , 1980 .

[56]  Fredric M. Jablin.  Superior–subordinate communication: The state of the art. , 1979 .

[57]  M. Hecht.  Measures of Communication Satisfaction , 1978 .

[58]  Michael L. Hecht,et al.  Toward a conceptualization of communication satisfaction , 1978 .

[59]  G. Graen,et al.  Effects of Linking-Pin Quality on the Quality of Working Life of Lower Participants. , 1977 .

[60]  Michael D. Hazen,et al.  A Factor Analytic Study of Communication Satisfaction , 1977 .

[61]  William J. Haga,et al.  Organizational understructure and leadership: A longitudinal investigation of the managerial role-making process , 1976 .

[62]  N. Fredric Crandall,et al.  The managerial choice: To be efficient and to be human , 1976 .

[63]  William J. Haga,et al.  A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process , 1975 .

[64]  K. Weick.  The social psychology of organizing , 1969 .

[65]  H. Triandis,et al.  Work and the Nature of Man. , 1967 .

[66]  Donald C. Pelz,et al.  Influence: a key to effective leadership in the first-line supervisor. , 1952 .