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Leader-Member Exchange (LMX) and Psychosocial Factors at Work Among Healthcare Professionals | OMICS International | Abstract
ISSN: 2167-1168

Journal of Nursing & Care
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Research Article

Leader-Member Exchange (LMX) and Psychosocial Factors at Work Among Healthcare Professionals

Jan Johansson Hanse1,2*, Ulrika Harlin3, Caroline Jarebrant3,4, Kerstin Ulin5,6 and Jörgen Winkel7,8
1Professor, Nordic School of Public Health NHV, Sweden
2Professor, Department of Psychology, University of Gothenburg, Sweden
3Industrial researcher, Swerea IVF, Mölndal, Sweden
4PhD student, Department of Sociology and Work Science, University of Gothenburg, Sweden
5Senior lecturer, PhD, Institute of Health and Care Science, Sahlgrenska Academy, University of Gothenburg, Sweden
6Senior lecturer/nurse, Sahlgrenska University Hospital, Gothenburg, Sweden
7Senior professor, Department of Management Engineering, Technical University of Denmark, Denmark
8Senior professor, Department of Sociology and Work Science, University of Gothenburg, Sweden
Corresponding Author : Professor Jan Johansson Hanse
Nordic School of Public Health
Box 12133, SE-40242 Gothenburg, Sweden
Tel: +46 (0)31 69 39 56
E-mail: [email protected]
Received June 07, 2014; Accepted August 25, 2014; Published August 28, 2014
Citation: Hanse JJ, Harlin U, Jarebrant C, Ulin K, Winkel J (2014) Leader-Member Exchange (LMX) and Psychosocial Factors at Work Among Healthcare Professionals. J Nurs Care 3:193. doi:10.4172/2167-1168.1000193
Copyright: © 2014 Hanse JJ, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.


Aim: The study aims to examine the associations between leader–member exchange (LMX) and psychosocial factors at work.

Methods: A questionnaire-based cross-sectional study was undertaken at four units in two not-for-profit hospitals in southwestern Sweden. The study sample included 240 employees.

Results: Significant correlations were found between LMX items and most of the psychosocial domains and dimensions. The strongest correlations were found between the LMX item affect and rewards/recognition, role clarity and predictability, and the LMX item loyalty and rewards/recognition. In sum, high-quality LMX was associated with good psychosocial work conditions experienced by the employees.

Conclusions: The results support possible ways for managers and employees to strengthen their relationships and this may in turn lead to more sustainable systems in health care.


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