| dc.description.abstract | The aim of this master thesis is to first, explore the relationship between
perceived social- and economic leader-member exchange relationships and
knowledge sharing, and second, to explore if the trickle-down effect also exists for
exchange relationships. The focus of this study lies on social leader-member
exchange and economic leader-member exchange. We test if the social leadermember
exchange relates positively social leader-member exchange on the lower
hierarchical levels, and if economic leader-member exchange relates to economic
leader-member exchange on the lower level. Further, we explore if lower level
social leader-member exchange mediates the relationship between higher level
social leader-member exchange and knowledge sharing.
The data from 114 employees working in a Norwegian retail organization
revealed that social leader-member exchange on the lower levels relates
significantly positively related to knowledge sharing, whereas economic leadermember
exchange on the lower levels does not relate to knowledge sharing. This
finding is in line with previous research in the field, suggesting that emphasizing
social exchange relationships may be important for leaders and organizations, as it
is positively related to several employee outcomes.
Furthermore, we find no support for the trickle-down effect on higher level
social and economic leader-member exchange to lower level economic leadermember
exchange. In addition, we find no evidence of an indirect relationship
between higher-level SLMX and knowledge sharing. The non-significant findings
on the trickle-down effect for leader-member exchange suggest that the immediate
leaders play an essential role in forming their exchange relationships with their
employees. Theoretical and practical implications are discussed, as well as
limitations and directions for future research.
Keywords: leader-member exchange, LMX, social LMX, SLMX, economic LMX,
ELMX, knowledge sharing, trickle-down effect, leadership | nb_NO |
