The Critique on Lmx Theory
Article Analysis
Of
Leader-member exchange development: A hospitality antecedent investigation
By: Carl P. Borchgrevink and Franklin J. Boster
Mahidol University International College
ICTM 510 Organizational Behavioral Studies
Panida Anukul (ID:5438852)
Vijittra Chookhae (ID:5438858)
Wimonwan Liwchavaroj (ID:5438855)
Kitcharatt Nartetamrongsutt (ID:5438848)
Introduction
In any work setting, one of the most vital relationships is that of the supervisors and their subordinates. It is an important relationship as these two sides must consistently communicate with each other in order to get their tasks completed successfully and satisfactorily. Moreover, communication between a supervisor and their subordinates will also bring about a better understanding of not only what the subordinates’ want or need, but also of what the supervisor expects from its members as well, resulting in a more ideal working environment and thus leading to higher retention.
This relationship is termed as Leader-Member Exchange (LMX), which is a theme that is currently being giving increase attention in academic literatures. In previous days, research on leadership has been done with the understanding that all leaders interact with all of their subordinates in the same way. However, leadership research has now evolved to accept that each supervisor has different ways of communicating with their subordinates. Research on LMX has shown that it has an impact on many aspects in the working atmosphere. What research is lacking, though, was the factors that lead to LMX.
The academic literature “Leader-member exchange development: a hospitality antecedent investigation” by Carl P. Borchgrevink and Franklin J. Boster attempts to investigate what factors will lead to LMX based on data from previous academic researches, emphasizing on the hospitality industry, and testing them through statistical methods. In this paper, the authors first describe the correlation of LMX with
Of
Leader-member exchange development: A hospitality antecedent investigation
By: Carl P. Borchgrevink and Franklin J. Boster
Mahidol University International College
ICTM 510 Organizational Behavioral Studies
Panida Anukul (ID:5438852)
Vijittra Chookhae (ID:5438858)
Wimonwan Liwchavaroj (ID:5438855)
Kitcharatt Nartetamrongsutt (ID:5438848)
Introduction
In any work setting, one of the most vital relationships is that of the supervisors and their subordinates. It is an important relationship as these two sides must consistently communicate with each other in order to get their tasks completed successfully and satisfactorily. Moreover, communication between a supervisor and their subordinates will also bring about a better understanding of not only what the subordinates’ want or need, but also of what the supervisor expects from its members as well, resulting in a more ideal working environment and thus leading to higher retention.
This relationship is termed as Leader-Member Exchange (LMX), which is a theme that is currently being giving increase attention in academic literatures. In previous days, research on leadership has been done with the understanding that all leaders interact with all of their subordinates in the same way. However, leadership research has now evolved to accept that each supervisor has different ways of communicating with their subordinates. Research on LMX has shown that it has an impact on many aspects in the working atmosphere. What research is lacking, though, was the factors that lead to LMX.
The academic literature “Leader-member exchange development: a hospitality antecedent investigation” by Carl P. Borchgrevink and Franklin J. Boster attempts to investigate what factors will lead to LMX based on data from previous academic researches, emphasizing on the hospitality industry, and testing them through statistical methods. In this paper, the authors first describe the correlation of LMX with