Quality in LMX-relations

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Table of contents

1 Introduction
1.1 Background
1.2 Leadership relevance of the study
1.3 Subordinate relevance of the study
1.4 Human resource relevance of the study
1.5 Problem discussion
1.6 Purpose
2 Theoretical Framework
2.1 Attribution Theory
2.1.1 Attribution Errors
2.2 Leader-member exchange (LMX)
2.2.1 Quality in LMX-relations
2.2.2 Established antecedents of quality in LMX-relations
2.3 Impersonal trust
2.3.1 Capability
2.3.2 Fairness
2.4 Hypothesis
3 Methodology
3.1 Procedure
3.2 Sampling
3.3 Instruments
3.4 Ethical considerations
4 Results
5 Discussion
5.1 General discussion
6 Conclusion
6.1 Practical implications
6.2 Implications for future research
6.3 Limitations
List of References