Hostname: page-component-cb9f654ff-5kfdg Total loading time: 0 Render date: 2025-08-25T20:03:37.029Z Has data issue: false hasContentIssue false
  • English
  • Français

Adapting LMX Theory to Forthcoming Changes: Two Different Frameworks

Published online by Cambridge University Press:  20 September 2018

George Graen ,
Julio C. Canedo  and
Miriam Grace
George Graen*
Affiliation:
Center for Advanced Study, Psychology Department, University of Illinois, Champaign-Urbana (Ret.)
Julio C. Canedo
Affiliation:
Department of Management, Marilyn Davies College of Business, University of Houston Downtown
Miriam Grace
Affiliation:
The Boeing Company
*
Correspondence concerning this article should be addressed to George Graen, Center for Advanced Study, Psychology Department, University of Illinois, Champaign-Urbana. E-mail: lmxlotus@aol.com, http://www.lmxlotus.com
Get access Rights & Permissions [Opens in a new window]

Extract

The focal article authors have done the field a welcome service by alerting us to some of the forthcoming changes in the world of the knowledge worker. We agree that emerging changes in the structure and processes of work will need to be accommodated by new design of work—a new millennial workforce, new definitions of work, innovative practice, and the transition from a concentration on improved quality of manufacturing to a primary drive toward high technology driven innovation. The most radical adaptation may be the change from organizations designed for stability to those designed for flexibility (Chernyak-Hai & Rabenu, 2018; Grace & Graen, 2014).

Information

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 11 , Issue 3 , September 2018 , pp. 531 - 535
Copyright
Copyright © Society for Industrial and Organizational Psychology 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Canedo, J. C., Graen, G. B., Grace, M., & Johnson, R. (2017). Navigating the new workplace: Technology, millennials, and accelerating HR innovation. AIS Transactions on Human-Computer Interaction, 9, 243–260.Google Scholar
Chernyak-Hai, L., & Rabenu, E. (2018). The new era workplace relationships: Is social exchange theory still relevant? Industrial and Organizational Psychology: Perspectives on Science and Practice, 11 (3), 456–481.Google Scholar
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal contract. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23–43.Google Scholar
Gottfredson, R. K., & Aguinis, H. (2017). Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms. Journal of Organizational Behavior, 38, 558–591.Google Scholar
Grace, M., & Graen, G. B. (2014). Millennial spring: Designing the future of organizations (LMX leadership series). Charlotte, NC: Information Age.Google Scholar
Heathfield, S. M. (2018). Why you need allies at work. Human Resources. Retrieved from https://www.thebalancecareers.com/why-you-need-allies-at-work-1916860.Google Scholar
Hollander, E. P. (2012). Inclusive leadership and idiosyncrasy credit in leader–follower relations. In Rumsey, M. G. (Ed.), The Oxford handbook of leadership (pp. 122–143). New York, NY: Oxford University Press.Google Scholar
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.Google Scholar
Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & Mackenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113–142.Google Scholar
Rumsey, M. G. (Ed.). (2013). Oxford handbook of leadership. New York, NY: Oxford University.Google Scholar
Steinhilber, S. (2008). Strategic alliances: Three ways to make them work (memo to the CEO). Boston, MA: Harvard Business.Google Scholar
Stogdill, R. M. (1950). Leadership, membership and organization. Psychological Bulletin, 47, 1–14.Google Scholar