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Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia

Building upon the “social exchange theory” notion (Blau, 1964; Emerson, 1962), this paper hypothesized the direct impact of leader-member exchange on supervisors’ use of downward influence tactics. Leader-member exchange (LMX) and influence tactics were conceptualized as 2- and 3-dimensional constru...

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Main Authors: Lo, May-Chiun, T., Ramayah, Ernest Cyril , de Run
Format: E-Article
Language:English
Published: Problems and Perspectives in Management 2009
Subjects:
AC Collections. Series. Collected works
H Social Sciences (General)
HM Sociology
Online Access:http://ir.unimas.my/id/eprint/1665/1/28%2BLeader-member%2Bexchange%252C%2Bgender%252C%2Band%2Binfluence%2Btactics.%2BA%2Btest%2Bon%2BMultinational%2BComapnies%2Bin%2BMalaysia%2B%2528abstract%2529%20%281%29.pdf
http://ir.unimas.my/id/eprint/1665/
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spelling my.unimas.ir.16652015-03-12T03:07:17Z http://ir.unimas.my/id/eprint/1665/ Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia Lo, May-Chiun T., Ramayah Ernest Cyril , de Run AC Collections. Series. Collected works H Social Sciences (General) HM Sociology Building upon the “social exchange theory” notion (Blau, 1964; Emerson, 1962), this paper hypothesized the direct impact of leader-member exchange on supervisors’ use of downward influence tactics. Leader-member exchange (LMX) and influence tactics were conceptualized as 2- and 3-dimensional constructs, respectively. One hundred and fifty-eight Malaysian managers and executives working in large scale multinational companies voluntarily participated in this study. Two dimensions of LMX, namely loyalty and affect, have direct relationships with soft influence tactics, whereas the moderating hypotheses were not found to have any significant impact on the dependent variables. The findings suggested that leader-member exchange would have moderate impact on supervisors’ use of influence tactics on their subordinates. Implications of the findings, potential limitations of the study, and directions for future research were discussed further. Problems and Perspectives in Management 2009 E-Article NonPeerReviewed text en http://ir.unimas.my/id/eprint/1665/1/28%2BLeader-member%2Bexchange%252C%2Bgender%252C%2Band%2Binfluence%2Btactics.%2BA%2Btest%2Bon%2BMultinational%2BComapnies%2Bin%2BMalaysia%2B%2528abstract%2529%20%281%29.pdf Lo, May-Chiun and T., Ramayah and Ernest Cyril , de Run (2009) Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia. Problems and Perspectives in Management, Volume 7, Issue 1 (2009), 7 (1).
institution Universiti Malaysia Sarawak
building Centre for Academic Information Services (CAIS)
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Malaysia Sarawak
content_source UNIMAS Institutional Repository
url_provider http://ir.unimas.my/
language English
topic AC Collections. Series. Collected works
H Social Sciences (General)
HM Sociology
spellingShingle AC Collections. Series. Collected works
H Social Sciences (General)
HM Sociology
Lo, May-Chiun
T., Ramayah
Ernest Cyril , de Run
Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
description Building upon the “social exchange theory” notion (Blau, 1964; Emerson, 1962), this paper hypothesized the direct impact of leader-member exchange on supervisors’ use of downward influence tactics. Leader-member exchange (LMX) and influence tactics were conceptualized as 2- and 3-dimensional constructs, respectively. One hundred and fifty-eight Malaysian managers and executives working in large scale multinational companies voluntarily participated in this study. Two dimensions of LMX, namely loyalty and affect, have direct relationships with soft influence tactics, whereas the moderating hypotheses were not found to have any significant impact on the dependent variables. The findings suggested that leader-member exchange would have moderate impact on supervisors’ use of influence tactics on their subordinates. Implications of the findings, potential limitations of the study, and directions for future research were discussed further.
format E-Article
author Lo, May-Chiun
T., Ramayah
Ernest Cyril , de Run
author_facet Lo, May-Chiun
T., Ramayah
Ernest Cyril , de Run
author_sort Lo, May-Chiun
title Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
title_short Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
title_full Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
title_fullStr Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
title_full_unstemmed Leader-member exchange, gender, and influence tactics. A test on multinational companies in Malaysia
title_sort leader-member exchange, gender, and influence tactics. a test on multinational companies in malaysia
publisher Problems and Perspectives in Management
publishDate 2009
url http://ir.unimas.my/id/eprint/1665/1/28%2BLeader-member%2Bexchange%252C%2Bgender%252C%2Band%2Binfluence%2Btactics.%2BA%2Btest%2Bon%2BMultinational%2BComapnies%2Bin%2BMalaysia%2B%2528abstract%2529%20%281%29.pdf
http://ir.unimas.my/id/eprint/1665/
_version_ 1644508909863436288
score 13.211869

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