Understanding the relationship between span of control and subordinate consensus in leader-member exchange

Leader-member exchange (LMX) refers to the relationship quality a leader shares with members of his or her work group, typically described as differentiation in quality within the group. Numerous empirical studies demonstrate that the quality of this relationship is positively related to followers' attitudes and organizational outcomes. It has been proposed that the quality of possible relationships between the leader and the led will be affected by the number of employees directly reporting to the leader, with empirical findings showing a slight negative relationship between span of control and LMX. Little is known, however, about how span of control influences variability in the quality of leader-member exchange within the context of work groups. Therefore, following a recognized assumption to strive for as many as possible leadership relations on a high LMX level, we examine how individual- and group-level (consensus in) LMX can be based on different dimensions of the LMX relationship. We suggest how LMX consensus and a high LMX level can be established even in large spans of control

Stimmungseinflüsse auf Denken und Entscheiden [Mood influences on thinking and judgment]

Schwarz N, Bohner G. Stimmungseinflüsse auf Denken und Entscheiden [Mood influences on thinking and judgment]. In: Maas P, Weibler J, eds. Börse und Psychologie: Plädoyer für eine neue Perspektive. Köln: Deutscher Institutsverlag; 1990: 162-189

Stimmungseinflüsse auf Denken und Entscheiden

Schwarz N, Bohner G. Stimmungseinflüsse auf Denken und Entscheiden. In: Maas P, Weibler J, eds. Börse und Psychologie. Köln: Deutscher Institutsverlag; 1990: 162-189

The Germanic Europe cluster: Where employees have a voice

This chapter describes characteristics of the Germanic Europe cluster which is, based on research conducted by the GLOBE project, comprised of Austria, Germany (former West), Germany (former East), The Netherlands, and Switzerland. Results are presented pertaining to societal culture and leadership. The data suggest that the current models of cooperation between "labor" and "capital" in place in all four countries are reflected in the way middle managers view their society and their ideal leadership images. Specific arrangements of industrial relations and a focus on co-determination and works councils lead to participative leadership and are the distinguishing factors of the Germanic Europe cluster. © 2002 Elsevier Science Inc. All rights reserved