The Effectiveness of LMX in Employee Outcomes in the Perspective of Organizational Change

• Main Authors: Abang Azlan, Mohamad, Lo, May Chiun, Ramayah, T., Ling, Kirsten
• Format: Article
• Language: English
• Published: De La Salle University 2019
• Subjects: H Social Sciences (General); HD Industries. Land use. Labor
• Online Access: http://ir.unimas.my/id/eprint/28299/1/Abang%20Azlan%20Mohamad.pdf; http://ir.unimas.my/id/eprint/28299/; https://apssr.com/

This study is to research how leadership behaviors play a role in the organization during times of change. It highlights leadership as a dyadic relationship that happens between leaders and their followers. In this study, it is assumed that the social exchange process that occurs is based on the Leader-Member Exchange (LMX) theory (Graen & Uhl-Bien, 1995). By far, this is the most ideal and effective approach in predicting the outcomes of employees within the Malaysian workplace context when dealing with organizational change. Organizational change, which can be both breath-taking and overwhelming, is an inevitable force in the current tumultuous environment (Kotter & Schlesinger, 2008; Lee, Beamish, Lee, & Park, 2009). As such, organizations are continuously overcoming internal and external challenges that leave them no choice but to evolve by changing their policies, strategies, structure, and operations.