This study investigated the mechanisms that facilitate information sharing, specifically, how leader personality may affect leader-employee relationship quality and employee information sharing behavior. Those who share information with their leaders and coworkers contribute more to their team and improve performance on an individual, team, and organizational level (Wang & Noe, 2010). This research examines the relationships between leader personality, employee perceived leader-member exchange quality, and employee information sharing. Responses (n = 81) from undergraduate students who work at least 20 hours a week were used in study analyses. Surveys used to collect data for this study covered employee perception of supervisor personality, leader-member exchange, and information sharing with supervisors. Findings showed that more agreeable and extroverted supervisors are more likely to have employees who engage in information sharing. A finding unique to this study is the support for mediation via employee perceived LMX, where LMX partially explained the relationship between employee perceived supervisor personality and employee-supervisor information sharing.
Master of Science (M.S.)
College of Sciences
Industrial Organizational Psychology
Length of Campus-only Access
Masters Thesis (Open Access)
Chandler, Hillary, "The Mediating Role of Leader-Member Exchange: Leader Personality and information Sharing" (2020). Electronic Theses and Dissertations, 2020-. 337.