The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment

By C. Gomez, Benson Rosen. 2001

398 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5f96713031cb025bce1951bb6a6174f3b662f7e1

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In Management Information Systems

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “Additionally, several articles have examined the link between leader–member exchange (LMX) and psychological empowerment (e.g., Aryee & Chen, 2006; Gomez & Rosen, 2001; Liden et al., 2000).”
Trust in leadership: A multi-level review and integration (2007, background): “High quality LMX relationships are argued to be characterized by mutual respect, loyalty, trust and behaviors that extend outside the employment contract, the converse is true of low quality LMX relationships (Gomez & Rosen, 2001; Brower, Schoorman, & Tan, 2000).”
Personality, context, and resistance to organizational change (2006, background): “A number of works address the importance of a trusting relationship between managers and employees as the basis for organizational change initiatives (e.g., Gomez & Rosen, 2001; Simons, 1999).”
Trust and Leader—Member Exchange (2008, methodology): “LMX researchers proposed various models of this process (Dienesch & Liden, 1986; Graen & Scandura, 1987; Graen & Uhl-Bien, 1995). Graen and Scandura’s (1987) role-making model described LMX as comprised of three phases: role-taking, role-making, and roleroutinization.”
Leader‐member exchange‐subordinate outcomes relationship: role of voice and justice (2007, background): “, 1975), the leader’s communication (Baker and Ganster, 1985), and the level of trust in and empowerment of the subordinates (Gomez and Rosen, 2001).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, neutral): “…or decreasing opportunities, sense of empowerment, emotional support, and cooperative interactions, as well as loyalty, respect and obligation (see Gomez & Rosen, 2001; Ilies, Nahrgang, & Morgeson, 2007; Liden, Wayne, & Sparrow, 2000; Tziner, Fein, & Oren, 2012; Weismal-Manor, Tziner, Berger, &…”
How Does Supervisory Family Support Influence Employees’ Attitudes and Behaviors? A Social Exchange Perspective (2014, background): “…supervisors make in their employees; as such, employees feel that they are valued and trusted members of a social exchange relationship (Blau, 1964; Gómez & Rosen, 2001), which in turn increases their satisfaction with the job and reduces their intention to leave the organization (Dienesch &…”
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. (2009, background): “…relationships with the leader, the more they will feel empowered, motivated, and psychologically safe about engaging in interpersonal risk taking and sharing, as they have been validated by the support received from their group leader (Gomez & Rosen, 2001; Schyns, Paul, Mohr, & Blank, 2005).”
Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, methodology): “Contrary to previous research that investigated empowerment (Ergeneli et al., 2007; Gomez & Rosen, 2001; Spreitzer, 1995; Spreitzer & Mishra, 2002), in this study empowerment is conceptualized and measured according to Menon’s approach (Menon, 2001; Menon & Hartmann, 2002).”
Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment (2005, methodology): “In tests of the relationship between LMX and empowerment, Gomez and Rosen (2001) and Liden et al.”
Employee empowerment: extent of adoption and influential factors (2010, background): “Similarly, it is maintained that employee empowerment is critical to organizational innovativeness ( Gomez and Rosen, 2001”
A correlation of servant leadership, leader trust, and organizational trust (2005, background): “, 1999; Sparks, 2000) involving interpersonal trust (Davis, 1999; Gomez and Rosen, 2001; Mikulincer, 1997; Omodei and McLennan, 2000) or dyadic trust (Gurtman, 1992; Larzelere and Huston, 1980; Matthews and Shimoff, 1979), interorganizational trust (Bell et al.”