This study examined the quality of the leader-member relationship for differences between direct reports who were hired by the current leader with direct reports who were hired by the previous leader(s). The researcher specifically examined the strength of the leader-member exchange relationship between the dyads of leader-hired subordinates and leader-inherited subordinates. The LMX-7 and SLMX-7 self-administered questionnaires were used to determine whether there was a difference in the strength of the relationship between the two groups. Sixteen division leaders employed within a government facility in the Midwestern United States participated in this study. Survey data was collected from self-administered questionnaires. Leadership responded to the SLMX-7 based on their relationship with each of their four direct reports participating in the study. Two of the direct reports were hired by the leader, and two were inherited from previous leadership. Division leaders distinguished subordinates hired from subordinates inherited. Subordinates responded to the LMX-7 survey, and the score from the subordinate and their leader were totaled and combined to determine the strength of the dyad relationship. A statistically significant difference (p<.05) was found between the strength of the leader-member exchange relationship between the hired and inherited groups. Based on the findings from this study, the researcher concluded that leaders and hired subordinates in this study exhibited a higher level of LMX relationship than the leader and inherited subordinates.
|Advisor:||Ludden, LaVerne L.|
|Commitee:||Drury, Sharon, Howell, George F.|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 76/03(E), Dissertation Abstracts International|
|Keywords:||Hiring, Leader-member exchange theory, Leadership, Subordinates|
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