The Effects of Personality on Leader-Member Relationships in the Organization – Research Plan 1.0 IntroductionThe Leader-Member Relationships in the Organization has been given substantial research attention, which has made it to be proposed as one of the most crucial relationship for employees (Manzon & Barsoux, 2002). The Leader-Member exchange and relationships has given an essential framework for assessing this relationship and has been the spotlight of various empirical studies (Graen & Uhl-Bien, 1995; Grerstner & Day, 1997). The Leader-Member exchange theory differs from the other leadership theories, for instance; contingency theories and trait leadership theories, for it assumes that leaders vary in the relationships types they build up with their subordinates.
Therefore, the distinctive relationship between a specific leader and subordinate forms the focus of interest in this study. The Leader-Member exchange theory states that exchanges, such as social and work interactions, are usually practiced by the leaders and the subordinates. Subsequently, the leaders form relationships of differing quality with the subordinates out of these exchanges. The employees who have outstanding quality relationships, attains various benefits and advantages as compared to those with poor quality relationships.
Such benefits include improved communication, higher degree of emotional support, better roles, and greater access to organizational resources (Graen & Scandura, 1987; Dienesch & Liden, 1986; Wayne, Shore, & Liden, 1997). In the past thirty years, the Leader-Member exchange research has generally paid attention to the outcomes of Leader-Member exchange relationships (Grerstner & Day, 1997). However, inadequate focus has been given to antecedents. Moreover, there are remarkably few instances whereby both the outcomes and the antecedents have been assessed in the same survey. In addition, among the few antecedents which have been studied, the personality variables have not been given much attention.
Nevertheless, with the increasing significance of personality at the work place (Barrick, Parks, & Mount, 2005), and with the knowhow that personality is probable to play an essential role in Leader-Member exchange relationships (Bono & Judge, 2004), it is imperative to unearth more about these linkages. 2.0 Objectives of the StudyThe objective of this study is threefold. To find out the relationship between three subordinate personality variables, that is; locus of control, need for power, and self esteem, and the Leader-Member exchange quality. To examine the association between the personality variables and the outcomes of job satisfaction, role conflict, supervisor feedback, and organizational feedback.
Job satisfaction refers to the overall effective evaluation of one’s work (Spector, 1997). Role conflict happens when more than one set of role pressures exists in an individual’s workplace, and compliance with any one of these roles impedes the accomplishment of another (Perrewé et al. , 2004). Supervisor and organizational feedback refers to the general quality of feedback that is received from different sources (Herold, Liden, & Leatherwood, 1987). To find out antecedents and outcomes of Leader-Member exchange quality in the same study. To determine whether Leader-Member exchange mediates the relationships between personality and job outcomes. 3.0 Description of Overall ApproachThe sample is to consist of 136 employees, from an active local organization, whom are proposed to have a response rate of 34%).
The job responsibilities of the respondents include sales and marketing. The participant respondents are to generally work in teams and were are to communicate, work with, and at times rely on their supervisors to complete many parts of their tasks.
As opposed to other jobs where the level of supervisor-subordinate interaction is minimal and the work is completed primarily independent of the supervisor, this sample is especially appropriate for investigating antecedents and consequences of Leader-Member exchange because the respondents of this nature have jobs where the leader-member relationship was integral and necessary for completing their work.