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|a HD5660.M68 2005_Mourino-RuizEdwin |2 BU-Local |
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|a Mourino-Ruiz, Edwin L.. |
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|a The impact of effective leader-member exchange (LMX) on virtual and co-located employee relationships |h [electronic resource]. |
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|a Miami, Fla. : |b Barry University, |c 2005. |
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|a x, 77 leaves : |b ill. ; |c 28 cm |
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|a Barry University Dissertations -- School of Education. |
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|a Thesis (Ph.D.)--Barry University, 2005. |
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|a Includes bibliographical references (leaves 66-73). |
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|a Copyright Edwin Mourino-Ruiz. Permission granted to Barry University to digitize, archive and distribute this item for non-profit research and educational purposes. Any reuse of this item in excess of fair use or other copyright exemptions requires permission of the copyright holder. |
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|a Purpose : Leadership has been researched and studied from a variety of perspectives. The effects of leadership have been highlighted over the years with a variety of consequences both good and bad in numerous settings. One theory that has been studied over the last 25 years is the leader-member exchange (LMX). LMX has been defined as a way leaders develop different relationships with each of their respective subordinates. This particular study focused on the effect of employee-leader relationships wherein leaders may either work separate (or virtual) from their employees in comparison to those who are co-located (or in close proximity). In addition, this study provided information on a less researched perspective to the body of knowledge that assessed if there were any differences between those co-located and virtual when the employee’s gender, ethnicity, and age group was taken into consideration. Method : This study assessed leader-employee relationships using the LMX 7 instrument that included five demographical questions. This survey was emailed to the participants with a one week turnaround. The study utilized descriptive research methodology as the data collection approach to answering the overarching and sub-research questions. Descriptive research studies are the predominant method of assessing participants’ attitudes, opinions, factual information, as well as practices and procedures. Major Findings : While the results did not support any statistical significant data, they did raise other interesting points for this organization when some of the results of the specific questions of the LMX 7 instrument were analyzed. However, based on this study, the results do provide an opportunity for further research that may include considering the leader’s perspective along with the employee. Increased research can also help address some of the need for further clarity on LMX, including on the use of the LMX 7 instrument. Lastly, this study continues to add research to the LMX construct and to the limited researched area of LMX wherein employee works virtual or separate from his or her immediate supervisor. |
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|a Electronic reproduction. |c Barry University, |d 2020. |f (Barry University Digital Collections) |n Mode of access: World Wide Web. |n System requirements: Internet connectivity; Web browser software. |
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|a Barry University Archives and Special Collections. |
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|a Management |x Employee participation |x United States. |
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|a Organizational behavior. |
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|a Barry University Digital Collections. |
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|a Theses and Dissertations. |
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|a BUDC |c Theses and Dissertations |
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|u http://sobekcmsrv.barrynet.barry.edu/AA00001260/00001 |y Click here for full text |
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|a https:/budc.barry.edu/content/AA/00/00/12/60/00001/HD5660 _M68 2005_Mourino-RuizEdwinthm.jpg |
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|a Theses and Dissertations |
