Date of Award

5-2016

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Legacy Department

Industrial-Organizational Psychology

Committee Member

Dr. Patrick H. Raymark, Committee Chair

Committee Member

Dr. Marissa L. Shuffler

Committee Member

Dr. Patrick J. Rosopa

Committee Member

Dr. DeWayne Moore

Abstract

Previous research has indicated the importance of leader-member exchange (LMX) relationships for organizational team effectiveness (e.g., Boies & Howell, 2006; Hooper & Martin, 2008). However, few studies have examined the complexity of this relationship empirically, nor examined how leader differentiation of LMX, a main tenet of LMX theory, may affect vital team processes and emergent states required for successful team performance. The current study developed and tested a model of the relations between LMX, perceived LMX variability, team behavioral processes, and emergent affective states on team effectiveness. Individuals representing 66 university research teams from a medium-sized university participated in the current study. Results suggested LMX is a potential lever for team effectiveness and an important influence for a positive team environment. Results also suggested managers who individualize their relationship quality among team members may not necessarily harm the team's ability to perform and adapt to change. Study limitations and practical implications are discussed.

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