| Learning Objective #1: The learner will be able to understand the role that differentiation plays in the development of management relationships | |||
| Learning Objective #2: The learner will be able to identify the dyadic model of leadership |
Carolynn M. Goetze
Abstract
The purpose of the study was to examine the relationship among inner and outer circle membership in nurse managers and leader-member exchange, self-esteem and mutuality. The transactional model of leadership (Jacobs, 1970) provided the theoretical rationale for the study.
Leadership studies have focused on the leader’s behavior, have assumed that leaders behave the same way toward all followers, and have not considered individual differences among group members. However, some studies view leadership as an exchange relationship between leader and follower and differentiate between in-group and out-group exchanges based on the degree of negotiating latitude between the leader and the follower (Graen, 1976). The designation of followers as in-group and out-group members has not been extensively studied and has implications for managers within organizations.
It was hypothesized that nurses identified as inner circle managers would have higher leader-member exchanges scores, higher self-esteem scores, and higher mutuality scores than nurses identified as outer circle managers.
The Leader-Member Exchange Scale (LMX-6) (Schreisheim, Neider, Scandura & Tepper, 1992), the Self-Esteem Inventory (SEI) Adult form published by Coopersmith (1967) and the Mutual Psychological Development Questionaire (Genero, Miller, Surrey & Baldwin, 1992) were administered to a convenience sample of 195 nurse managers. The sample was obtained from acute care hospitals.