Citation

When Supervisors Lead Meetings: Relationships With Leader-Member Exchange, Perceived Organizational Support, and Meeting Citizenship Behaviors

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Abstract:

Drawing from the social exchange approaches of leader-member exchange (LMX) and organizational support theory, we investigated whether supervisors’ actions in work meetings they lead relate to subordinates’ perceptions of their supervisor, the organization, and behavior during such meetings. Using data from 291 working adults in a wide variety of occupations, structural equation modeling showed that employees’ perceptions of informational justice, meeting effectiveness, and meeting practices in supervisor-run meetings related significantly to perceived quality of their relationship with their supervisors (LMX), the organization (perceived organizational support), and meeting citizenship behaviors. Results indicate LMX served a mediating role in the relationships between supervisor actions during meetings and both perceived organizational support and meeting citizenship behaviors. The main implication of the study is that during meetings they run, supervisors have the potential to influence not only subordinates’ perceptions of the supervisor and subordinate behavior during meetings, but also subordinates’ view of the organization.
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Association:
Name: International Communication Association
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http://www.icahdq.org


Citation:
URL: http://citation.allacademic.com/meta/p300747_index.html
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MLA Citation:

Shanock, Linda. and Baran, Ben. "When Supervisors Lead Meetings: Relationships With Leader-Member Exchange, Perceived Organizational Support, and Meeting Citizenship Behaviors" Paper presented at the annual meeting of the International Communication Association, Marriott, Chicago, IL, <Not Available>. 2017-09-11 <http://citation.allacademic.com/meta/p300747_index.html>

APA Citation:

Shanock, L. and Baran, B. "When Supervisors Lead Meetings: Relationships With Leader-Member Exchange, Perceived Organizational Support, and Meeting Citizenship Behaviors" Paper presented at the annual meeting of the International Communication Association, Marriott, Chicago, IL <Not Available>. 2017-09-11 from http://citation.allacademic.com/meta/p300747_index.html

Publication Type: Session Paper
Abstract: Drawing from the social exchange approaches of leader-member exchange (LMX) and organizational support theory, we investigated whether supervisors’ actions in work meetings they lead relate to subordinates’ perceptions of their supervisor, the organization, and behavior during such meetings. Using data from 291 working adults in a wide variety of occupations, structural equation modeling showed that employees’ perceptions of informational justice, meeting effectiveness, and meeting practices in supervisor-run meetings related significantly to perceived quality of their relationship with their supervisors (LMX), the organization (perceived organizational support), and meeting citizenship behaviors. Results indicate LMX served a mediating role in the relationships between supervisor actions during meetings and both perceived organizational support and meeting citizenship behaviors. The main implication of the study is that during meetings they run, supervisors have the potential to influence not only subordinates’ perceptions of the supervisor and subordinate behavior during meetings, but also subordinates’ view of the organization.


Similar Titles:
The Relationships Among Supervisor Feedback Environment, Organizational Citizenship Behavior, and Workplace Deviant Behavior: The Mediating Effect of Leader-Member Exchange


 
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