edf40wrjww2CF_PaperMaster:Desc
ORGANIZATIONAL NEWCOMERS AND LEADER-MEMBER EXCHANGE
Organizational Newcomers: Temporary and Regular Employees, Same-Sex and Mixed-Sex
Superior-Subordinate Dyads, Supervisor Influence Techniques, Subordinates Communication
Satisfaction, and Leader-Member Exchange
Newcomers’ LMX 2
Organizational Newcomers: Temporary and Regular Employees, Same-Sex and Mixed-Sex
Superior-Subordinate Dyads, Supervisor Influence Techniques, Subordinates Communication
Satisfaction, and Leader-Member Exchange
Abstract
This study examined the relationship between newly hired employees characteristics
(i.e., temporary vs. regular employee, superior-subordinate gender-dyad combinations),
supervisors initial tactics of influence, subordinate communication satisfaction and quality of
leader-member exchange. Results from 148 (71 temporary) new hires indicated (a) employee
characteristics were not significantly related to LMX, (b) supervisors initial use of prosocial
influence tactics were significantly and positively related to quality of LMX, and subordinates
satisfaction with communication was significantly and positively related to quality of leadermember
exchange.
Newcomers’ LMX 3
The Leader-Member Exchange (LMX) theory (Graen & Scandura, 1987) posits
supervisors develop dyadic relationships among employees characterized by varying quality
levels ranging from a highly interactive, interpersonally supportive relationship (“the in-group”),
to a less attractive, very formal relationship (“the “out-group”). A considerable amount of
research has shown that the relationships developed in these LMX dyads are characterized by
many positive and negative employee experienc ...