Leader-Member Exchange and the Effect of Deaf Identity on Relationship Quality
Leader-Member Exchange and the
Effect of Deaf Identity on Relationship Quality
There have been numerous studies that emphasize the significance of followers, identity theories related to the leadership processes, and the ability of leaders to support and structure their followers’ identity (Collinson, 2006). “Employees’ self-identities, or the ways in which they define themselves relative to others, have implications for the quality of leader and follower relationships at work” (Jackson & Johnson, 2012, p. 488). This researcher believes, like others, that the followers’ self-identity relates to the predication of their relationship with leaders and, eventually, to their work performance (Chang & Johnson, 2010; Lord, Brown, & Freidberg, 1999; Schyns & Day, 2010; Sluss & Ashforth, 2007; Uhl-Bien, 2006). This study exemplifies an initial empirical examination of this impression and seeks to advance leadership theory by addressing the value of a strong Deaf self-identity and its effect on the leader-follower relationship and exploring the need for leaders to have a deeper understanding of Deaf culture, language, and the complex ways Deaf followers interact with leaders. The research question being addressed by this quantitative study is, to what extent does Deaf identity predict the leader-follower relationship? It is hypothesized that the degree of Deaf identity predicts the quality of the leader-follower relationship. Relevant topics related to Deaf identity and the leader-follower relationship will be presented in this chapter (i.e., Leader-Member Exchange (LMX, Social Identity Theory, audism, dysconscious audism, deaf culture, American Sign Language (ASL)).
should try and use references that are no older than 2005. Its not required but they expect them to be current (within last 5-6 years).