Relational leadership and team climates: Pitting differentiation versus agreement

By Lucy R. Ford, A. Seers. 2006

158 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ee27140f8676356932f1a18b6f571b3a6a150ef2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Artificial Intelligence

1. P. D. Harms
2. David M. Mayer
3. Olenda E. Johnson
4. Marcus M. Stewart
5. Q. Qu
6. L. Nishii
7. Li Ma
8. Janaki Gooty

In Organizational Behavior and Human Resource Management

1. David M. Mayer
2. Rebecca L. Greenbaum
3. Janaki Gooty
4. Christian Vandenberghe
5. Francis J. Yammarino
6. J. Pollack
7. Xiao-ping Chen
8. L. Weng

In Social Psychology

1. Janaki Gooty
2. Xiao-ping Chen
3. L. Weng
4. Wei He
5. Francis J. Yammarino
6. Q. Qu
7. Li Ma
8. P. D. Harms

Citations in the corpus

• How low does ethical leadership flow? Test of a trickle-down model (2009, background): “…have mainly been examined at the individual level, although, researchers suggest that members of the same unit can experience intra-team exchange relationships and have common shared perceptual agreements regarding exchange relationships (e.g., Ekeh, 1974; Ford & Seers, 2006; Uehara, 1990).”
• Organizational climate, relative psychological climate and job satisfaction: The example of supportive leadership climate (2009, background): “Ford and Seers (2006) showed that average LMX and variation in LMX are related, in so far that the higher the agreement on LMX, the higher the average LMX.”
• The Leader–Member Exchange Relationship (2016, background): “When LMX differentiation is low, it engenders shared realities concerning the leader’s fairness, equality in resource allocation, stability, and predictability concerning leader actions (e.g., Ford & Seers, 2006; Hardin & Conley, 2000; Hooper & Martin, 2008; Schyns, 2006).”
• Differentiation in leader-member exchange: A hierarchical linear modeling approach (2010, background): “Ford and Seers (2006) found that intra-group agreement on LMX (which can be understood as the reverse variable of LMX differentiation) was positively correlated with member agreement levels on group climate of supportive management and on group climate of contribution.”
• LMX Differentiation: A Multilevel Review and Examination of its Antecedents and Outcomes (2009, background): “Group demographic composition, size, collective sense making, the cohesiveness of the group, and leadership practices may influence this level of agreement (Ford & Seers, 2006; House et al., 1995; Rentsch & Klimoski, 2001).”
• Adult attachment styles in the workplace (2011, result): “These findings seem to closely mirror those found in LMX where high levels of relationship quality which are undifferentiated across followers show the best relationship with performance (Ford & Seers, 2006; Liden, Erdogan, Wayne, & Sparrowe, 2006).”
• What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters (2018, background): “Previous research has examined different indicators of intragroup relational quality as plausible outcomes of LMX differentiation (e.g., Ford & Seers, 2006; Hooper & Martin, 2008).”
• What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange (2014, methodology): “However, exceptions included studies of Andrews, Kacmar, and Harris (2009); Ford and Seers (2006) who used an updated TMX scale recommended by Seers et al. (2001); Uhl-Bien (1990); and Watson, Michaelsen, and Sharp (1991).”
• 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): “Consistent with precedent set by the most recent group-level LMX research (e.g., Ford & Seers, 2006; Liden et al., 2006; Schyns, 2006), we assessed LMX differentiation by calculating the within-department SD on the LMX-7 measure.”
• A Workgroup Climate Perspective on the Relationships Among Transformational Leadership, Workgroup Diversity, and Employee Creativity (2013, background): “However, neither Klein et al (2001) nor Ford and Seers (2006) found any significant relationship between group demographic diversity and withingroup agreement on workplace perceptions.”