Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment.

By R. Eisenberger, Gökhan Karagonlar, Florence Stinglhamber, P. Neves, Thomas E. Becker, M. González-Morales, Meta Steiger-Mueller. Journal of Applied Psychology, 2010

648 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bca5908616094111b816167a78b6dc103072c07a

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Citations in the corpus

Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory (2017, background): “Recent findings also suggest that supervisors may vary in the degree to which they are identified with the organization and that favorable leadership by supervisors so identified is strongly linked to POS (Eisenberger et al., 2010, 2014).”
Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, positive): “Instead, they evaluate their organization based on observations of the behavior of their own supervisors, who are seen by subordinates as a key representative of the organization (Eisenberger et al. 2010; Levinson 1965).”
A person‐centered approach to commitment research: Theory, research, and methodology (2016, background): “In the remaining profiles, the mindset pattern was very similar for commitment to the organization and supervisor, possibly suggesting that the supervisor was viewed as the embodiment of the organization (Eisenberger et al., 2010).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “The relationship most frequently tested is the positive impact of LMX on followers' perceived affective commitment (e.g., Brunetto et al., 2012; Eisenberger et al., 2010; Graves & Luciano, 2013).”
The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment (2014, positive): “As a result, employees identify some supervisors more than others with the organization: supervisor’s organizational embodiment (SOE; Eisenberger et al., 2010).”
Dual commitment to organization and supervisor: A person-centered approach (2015, background): “That we found similar mindset patterns for the organization and supervisor in three of the five profiles is consistent with the notion that supervisors are commonly viewed as an embodiment of the organization (Eisenberger et al., 2010).”
Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “Although generalized respect is likely perceived from many senders, one is likely to put more weight on how salient others send generalized respect, particularly senior managers (who are seen to personify the organization) and one’s direct manager and peers (Ashforth & Rogers, 2012; Eisenberger et a”
With a little help from my colleagues: A social embeddedness approach to perceived organizational support (2012, neutral): “Accordingly, to the extent that coworkers and supervisors are identified with the organization, employees would also attribute perceptions of supportiveness to the organization as whole (Eisenberger et al., 2002, 2010; Heffner & Gade, 2003; Lavelle et al., 2007).”
WHEN DOES VOICE LEAD TO EXIT? IT DEPENDS ON LEADERSHIP (2013, background): “When a unit manager can access resources from elsewhere in her or his organization, the support that the manager gets in the form of these resources trickles down to lower-level employees (Erdogan & Enders, 2007), who are thus likely to view hoth their manager and the organization she/he embodies as”
Understanding internal, external, and relational attributions for abusive supervision (2014, background): “For example, to the extent that individuals hold an organization responsible for allowing abusive supervision to occur, individuals may deem the organization responsible for the misconduct of its members (Eisenberger et al., 2010).”
Perceptions of Negative Workplace Gossip: A Self-Consistency Theory Framework (2018, background): “Negative feelings and relationships within an organization have been shown to adversely affect employee commitment, performance, and feelings toward the organization (Eisenberger et al., 2010).”