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Journal of Hospitality & Tourism Research, Vol. 29, No. 4, 468-483 (2005)
DOI: 10.1177/1096348005276498

The Relationship between Leader-Member Exchange (LMX) and Psychological Empowerment: A Quick Casual Restaurant Employee Correlation Study

Beomcheol (Peter) Kim

The Ohio State University, kim.1601{at}osu.edu

R. Thomas George

The Ohio State University, george.2{at}osu.edu

This study identifies the relationship between leader-management exchange (LMX) and psychological empowerment and the role of selected demographics in the relationship between fast-casual restaurant employees. Despite some research popularity, few studies have been conducted to determine the relationship of these theories in combination in the hospitality industry. Survey instruments include Spreitzer’s 12-item psychological empowerment and LMX-7, as well as a demographic questionnaire. The study encompasses 173 employees from 20 restaurants in the continental United States. The characteristics of the respondents are presented with descriptive statistics. Bivariate correlations are used to test the research hypotheses. The findings reveal that LMX has a statistically significant positive relationship with psychological empowerment as well as its dimensions (attitude and influence). In addition, the relationship between LMX and psychological empowerment was statistically significant across all subgroups in terms of demographics.

Key Words: leader-member exchange (LMX) • psychological empowerment • relationship • quick casual restaurant employees • demographics


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C.-F. Chiang and S. Jang
The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies
Journal of Hospitality & Tourism Research, February 1, 2008; 32(1): 40 - 61.
[Abstract] [PDF]