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Motivation
Motiv Emot DOI 10.1007/s11031-012-9336-z

ORIGINAL PAPER

Self-determination at work: Understanding the role of leader-member exchange
Laura M. Graves • Margaret M. Luciano

Ó Springer Science+Business Media New York 2012

Abstract Integrating self-determination theory (SDT) and leader-member exchange (LMX) theory, we explore the role of the leader in facilitating employee self-determination. We test a model of the linkages between employees’ leadermember exchanges, psychological need satisfaction (i.e., satisfaction of autonomy, competence, and relatedness needs), autonomous motivation, and attitudinal outcomes. We posit that high-quality leader-member exchanges facilitate satisfaction of employees’ fundamental psychological needs, which, in turn, enhance autonomous motivation and outcomes. Results for 283 working professionals supported this notion. Structural equation modeling indicated that the employee’s perception of the quality of the LMX was positively related to satisfaction of the needs for competence, autonomy, and relatedness. Satisfaction of competence and autonomy needs was positively related to autonomous motivation, which, in turn, was associated with higher levels of job satisfaction, affective organizational commitment, and subjective vitality. Our findings accentuate the role of leader-employee relationships in creating self-determination at work, and reinforce the importance of self-determination for employee attitudes and well-being. Limitations, implications, and directions for future research are discussed.

Keywords Self-determination theory Á Leader-member exchange Á Need satisfaction Á Motivation

Introduction Although the concept of self-determination is certainly not new (e.g., Deci and Ryan 1985), organizational scholars have recently begun to emphasize its importance for opti´ mal employee functioning and well-being at work (Gagne and Deci 2005; Van den Broeck et al. 2008a). Selfdetermination refers to self- (vs. other-)



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    Why are some people highly motivated than others? I think about this question often because I have some coworkers that are driven like myself whereas others lack ambition. I specifically chose articles that focused on psychological needs and individual differences within an organization because I wanted to understand the motives behind my behavior as well as the behavior of coworkers. In addition to this, I wanted to understand and know from a manager's perspective on how to shape a worker's attitude to enhance job satisfaction. Of course, the above statements have puzzled motivational scholars, psychologists, and individuals such as myself for many years, but I will examine these concerns in this paper.…

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    Kerr, S., and J.M. Jermier, (1978), “Substitutes for leadership: The meaning and measurement,” Organizational Behavior and Human Performance, 22(3), 375–403. Lewin, K., R. Lippitt, and R.K. White, (1939), “Patterns of aggressive behavior in experimentally created social climates,” Journal of Social Psychology, 10(3), 271-301. MacKenzie, S.B., P.M. Podsakoff, and G.A. Rich, (2001), “Transformational and transactional leadership and salesperson performance,” Journal of the Academy of Marketing Science, 29(2), 115-134. McClane, W.E., (1991), “Implications of member role differentiation: Analysis of a key concept in the LMX model of leadership,” Group & Organization Studies, 16(1), 102-113. Miller, K.I., and P.R. Monge, (1986), “Participation, satisfaction, and productivity: A meta-analytic review,” Academy of Management Journal, 29(4), 727-753. Misumi, J., (1985), The Behavioral Science of Leadership: An interdisciplinary Japanese Research Program. Ann Arbor: University of Michigan Press. Podsakoff, P.M., S.B. MacKenzie, R.H. Moorman, and R. Fetter, (1990), “Transformational leader behaviors and their effects on followers ' trust in leader, satisfaction, and organizational citizenship behaviors,” Leadership Quarterly, 1(2), 107–142. Scandura, T.A., (1999), “Rethinking leader-member exchange: An organizational justice perspective,” Leadership Quarterly, 10(1), 25-40. Scandura, T.A., and C.A. Schriesheim, (1994), “Leader-member exchange and supervisor career mentoring as complementary constructs in leadership research,” Academy of Management Journal, 37(6), 1588–1602. Schriesheim, C.A., and C.J. Murphy, (1976), “Relationships between leader behavior and subordinates satisfaction and performance: A test of some situational moderators,” Journal of Applied Psychology, 61(5), 634-641. Schriesheim, C.A., S.L. Castro, X.T. Zhou, and F.J. Yammarino, (2002), “The folly of theorizing ‘A’ but testing ‘B’: A selective level-of-analysis review of the field and a detailed Leader–Member Exchange illustration,” Leadership Quarterly, 12(4), 515-551. Shamir, B., E. Zakay, E. Breinin, and M. Popper, (1998), “Correlates of charismatic leader behavior in military units: Subordinates’ attitudes, unit characteristics, and superiors’ appraisals of leader performance,” Academy of Management Journal, 41(4), 387–409. Shamir, B., R.J. House, and M.B. Arthur, (1993), “The motivational effects of charismatic leadership: A self-concept based theory,” Organization Science, 4(1), 1–17. Stogdill, R.M., (1948), “Personal factors associated with leadership: A survey of the literature,” Journal of Psychology, 25(1), 35-71. Trice, H.M., and J.M. Beyer, (1986), “Charisma and its routinization in two social movement organizations.” Research in Organizational Behavior, 8, 113–164. Vroom, V.H., and A.G. Jago, (1995), “Situation effects and levels of analysis in the study of leader participation,” Leadership Quarterly, 6(2), 169–181.…

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    Published in Journal of Leadership & Organizational Studies 17:1 (2010), pp. 5–17; doi: 10.1177/1548051809350894 Copyright © 2010 Baker College; published by Sage Publications. Used by permission. http://jlos.sagepub.com…

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    References: Bons, P. M., & Fiedler, F. E. (1976). Changes in organizational leadership and the behavior of relationship- and task-motivated leaders. Administrative Science Quarterly, 21(3), 453-473. Retrieved February 10, 2011 from EBSCOhost.…

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    Description

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    Dr. Stephanie L. Castro – Ph.D., University of Miami, 1998. Dr. Castro is an Associate Professor teaching Organizational Behavior in the College of Business. Her research and teaching interests include organizational behavior, leadership, and research methods. Prior to joining the faculty at Florida Atlantic University, she was a Visiting Assistant Professor at the University of Miami, teaching Organizational Behavior and Strategic Management. She also held a position at Louisiana State University as an Assistant Professor for 2 years. Dr. Castro has published in Educational and Psychological Measurement, Journal of Applied Psychology, Journal of Applied Social Psychology, Journal of Leadership and Organizational Studies, and the Leadership Quarterly. She is an active member of the Academy of Management and the Southern Management Association. Currently, Dr. Castro is on the editorial board of Leadership Quarterly and serves as an ad hoc reviewer for other scholarly journals. She has recently served a 5-year term in the Research Methods Division of the Academy of Management, progressing from Preconference Program Chair to Division Chair.…

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    The Leader-Member Exchange (LMX) model is directly involved with this study, because the study deals with the relationship and communication between supervisors and subordinates in an organization. The SFE can negatively affect the OCB of an organization by Out-Group leadership behavior, causing Role Stressors like role ambiguity, and also Burnout. The SFE can positively affect the OCB by creating or enhancing Organizational Commitment and Person-Organization Fit. A positive and inclusive Feedback Environment should create more commitment from subordinates over time, as well as help to overcome problems like Role Stressors and Burnout.…

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    Handshakes and Personality

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    Raymond, L., Hang-Yue, N., Lingqing, Z., & Victor, L. P. (2011). The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance. Journal of Occupational Psychology, 84(4), 669-685. doi: 10.1348/096317910X510468…

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    These relationships have a great impact on the productivity and efficiency of the organization which is why they must be constantly developed through a series of interactions among the subordinates to their superiors (Jha & Jha, 2013; Walumbwa, Mayer, Wang, P., Wang, H. & Workman, 2011). Theoretically, the Leader - Member Exchange theory focuses on the development of a dyadic relationship regarding how the supervisors and subordinates effectively exchange work-related messages (Jha & Jha, 2013; Bauer & Green, 1996; Maslyn & Uhl-Bien, 2000). The messages being exchanged can be negotiated between the members and supervisors allowing room for reciprocity which further strengthens their relationship (Cogliser, Schriesheim, Scandura, & Gardner, 2009; Jha & Jha,…

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