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The purpose of the paper is to describe the current state of leadership and leader–member exchange (LMX) theory in dentistry and develop a novel conceptual model of LMX to guide future research and highlight the importance of enhancing leadership training for new dentists.

A literature review exploring leadership in dentistry and LMX in dentistry was completed. The findings were analyzed with framework analysis to develop a novel conceptual model of LMX specific to dentistry.

LMX theory was applied to leadership in dentistry, including a focus on new dentists, senior dentists, other dental team members and the patient. A new conceptual model of the New Dentist LMX Quartet, which is unique and specific to new dentist teams, was developed.

The study identifies the need for research in LMX in dentistry, contributes a new conceptual model for LMX theory and identifies future research.

Practitioners, policymakers and educators can utilize this information to explore concepts in leadership and improve training and dental practice.

No other studies specifically exploring LMX in dentistry for new dentists exist. The current literature review and conceptual paper begins the conversation on developing understanding of leadership in dentistry through further research.

The aim of this article is to describe work relations between leaders and counsellors in the Norwegian Labour and Welfare Administration (NAV). The study focuses on communication, control, work ethos, worldview and digital production management (DPM).

This article is based on two empirical studies from the same research project at the NAV in the south of Norway called “Leadership and client orientation in NAV”. The research design led to a qualitative interview method being used to collect and analyse the opinions and experiences of the interviewees (Merriam, 2009).

The study found that (a) leaders use DPM to control employees, (b) communicative and regulative aspects of working in NAV, (c) contradictory simultaneous work demands on leaders and counsellors and (d) the symbolic rationality of work in NAV. The aspects (a) to (d) show a specific worldview in NAV. The study also found aspects of work ethos in NAV, such as a strong will to help and do well for the user and at the same time meet NAV's financial and administrative requirements (Lundquist, 1998; Byrkjeflot, 2008). It is fruitful to describe this situation using the concept of symbolic rationality.

Through symbolic rationality, the study has identified the possibility for further research on the hybrid professionalism of leadership and counsellorship, at three levels in the ambidextrous public sector. The first is the epistemological level, where the concept sets limits on how a social situation such as NAV can be spoken about and understood. A second level is the theoretical level, where categories and logics can be formed and that are seen as being applicable to work in NAV. The third and final level is the practical level, where the concept of symbolic rationality and the meanings connected with it shape leaders' and counsellors' professional practice in the public sector.

The paper aims to empirically examine the questions of how top management team (TMT) characteristics, including TMT heterogeneity and vertical dyads differences between TMT and Board Director, influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships.

The paper designs the panel data on the listed companies of China's Small and Medium-sized Enterprises Board for the period 2006-2010, and uses hierarchical regression analysis and grouping regression analysis when examining the relationships among variables involved.

The paper provides empirical insights about how top management team (TMT) characteristics, including TMT heterogeneity and vertical dyads differences between TMT and Board Director, influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships. It suggests that, except for TMT educational background, the heterogeneity of TMT age, gender, functional experience, and the vertical dyad differences between TMT and board chairperson significantly and positively impact ESO. Furthermore, industry environment and corporate ownership will moderate the relationship between TMT characteristics and ESO.

This paper fulfills an identified need to study how top management team characteristics influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships.

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Structural equation modeling was employed to test the theoretical model.

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.

The authors focus on how intra-organizational proximity influences the frequency of knowledge transfer in dyads, and the authors seek to balance the over-socialized and under-socialized perspectives of knowledge sharing by focusing on how proximity both indirectly (mediated by social relationships) and directly influences the frequency of knowledge sharing. Empirically, the authors analyze how proximity in a five-story building directly and indirectly influences the frequency of knowledge sharing.

As the authors were interested in exploring the frequency of knowledge sharing among individuals in knowledge sharing dyads, they used a survey to approach individuals directly and obtain information on the frequency of their knowledge sharing. The authors have complete data on 796 dyads on which they tested their hypotheses. Further, the physical distance in a dyad was measured as the walking distance (measured in meters) between individuals.

The authors first find that proximity positively affects the frequency of knowledge sharing indirectly through its promotion of social relationships. Second, it is noticeable that the direct relationship between proximity and knowledge sharing is stronger than the indirect via the promotion of social relationships. In sum, the authors’ results contribute to the knowledge sharing literature by emphasizing and clarifying how proximity both directly and indirectly influences knowledge sharing.

This study has some limitations. First, this study only measured the frequency of knowledge sharing among individuals. Neither individual nor organizational outcomes of knowledge sharing were considered. Second, the authors did not distinguish between different channels for knowledge sharing, such as face-to-face or face-to-interface.

One practical implication is that knowledge sharing spanning, for instance, 50 m compared to knowledge sharing spanning 30 m may not necessarily require more resources, as the negative effect of 30 and 50 m distances is almost similar, as the negative effect of distance starts to fade out at 30 m. Another practical implication for the direct effect of proximity on knowledge sharing is that to foster knowledge sharing organizational practices need to create opportunities for employees to span both horizontal and vertical distances.

The authors’ results contribute to the knowledge sharing literature by empirically emphasizing and clarifying how intra-organizational proximity both directly and indirectly influences knowledge sharing.

The purpose of this paper is to identify factors that constrain marketing choices available to smallholders, limiting the chain's robustness from their perspective.

This paper draws on transaction cost economics to develop a model explaining dyadic relationships between smallholders and their buyers. The model was used to analyse a case study of the supply chain for organic fresh vegetables in Kathmandu, Nepal.

This chain is characterised mainly by relational contracting between smallholders and their buyers. There was also evidence of vertical integration by some buyers, and of growers selling on informal markets. However, there was no evidence of spot market trading or of conventional contracting. These outcomes were attributed primarily to the absence effective standards and legal systems. Despite this, the chain offered smallholders a range of dyads with different risk-reward trade-offs.

This paper is based on the findings of a case study. While the results can be generalised to theory, they cannot be generalised to other supply chains.

This study considers supply-chain performance from the perspective of smallholders. The model proposed for the study extends the traditional vertical coordination continuum to incorporate missing dyads and informal markets.

The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments.

The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology.

Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization.

The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research.

Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated.

The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.

Leader-member exchange (LMX) generally refers to the leadership process centered on the interactions between leaders and direct reports. The basic premise of high quality leader-member exchange relationships holds that direct reports gain tremendous benefits through these partnerships. LMX is perhaps the most commonly researched theory of leadership. However, few studies have specifically examined the role of dyad members’ sex as a predictor of quality LMX. Several studies investigating the role of dyad members’ sex and quality LMX examined the effect of sex in an aggregated variable, demographic similarity, which often included other demographic characteristics such as age, education level and race, yielding mixed results. This article’s purpose is to (a) review the evolution of leader-member exchange theory, (b) examine literature regarding potential effects of sex of dyad members on quality leader-member exchanges, and (c) discuss implications and future research concerning the role of dyad members’ sex and leader-member exchanges.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Past studies have paid extensive attention to investigate learning issues in individual, organizational and team contexts. Learning activities in the workplace, however, often occur in the interdisciplinary dyadic context. Hence, the purpose of this paper is to clarify what factors make interdisciplinary dyads lead to better learning effects. The authors attempted to clarify two major agendas: What knowledge factors (intellectual capitals) owned by the parties of the dyads can induce better learning effects? What contextual factors (learning tasks) can make better learning effects during the dyadic learning process?

To examine the previous agendas, the authors first conducted in-depth interviews and an exploratory survey so that a four-element dyadic intellectual capital (DIC) architecture was circumscribed: knowledge interdependency, expertise similarity, collaborative routines and mutual trust. Dyadic learning tasks were classified as exploitative and exploratory learning. The authors then sampled 248 respondents for the formal empirical survey to examine the relationship between DIC, dyadic learning tasks and knowledge sharing.

The statistical evidences confirmed the positive relationships between DIC and knowledge sharing, and the results also signified the previous relationships with a mediating effect from exploratory learning, while the effect of exploitative learning was not supported. Thus, only dyads (the two heads) with knowledge interdependency and mutual trust can make the exploratory task better than that of one individual (the one head).

This study provides a new insight into the learning issue with an interdisciplinary dyadic perspective to supplement the existing gap between academic efforts and learning practices in the workplace.