This study aimed to investigate the effect of Leader Member EXCHANGE ((LMX)) on organizational climate, using the quasi-experimental approach. The sample included 60 employees selected at random from Sooreh University to participate in this research. For pretest the participants responded to Preziosi's (1980) Organizational Diagnosis Questionnaire (ODQ) which assesses seven dimensions of organizational climate (Purpose, Structure _ Leadership_Relationship-Rewards- Helpful mechanism_Attitude toward change). After an interval of eight months all sample responded to the ODQ once again as the posttest. Results showed significant differences between pretest and posttest scores in terms of Purpose, Leadership, Relationship, Helpful mechanism and Attitude toward change. Pretest scores of men and women were found to be significantly different in terms of Rewards.

In organization and management studies, the collective expression of constructive ideas, dissatisfactions, formal and informal participation in influencing the development of the organization is known as the employee's voice. Studies show that the two-way relationship between employees and supervisors and LEADER-MEMBER EXCHANGE ((LMX)) are factors influencing voice behavior. The purpose of this research is to investigate the impact of leadermember EXCHANGE ((LMX)) on employee voice. In this research, in order to understand more comprehensively the impact of LEADER-MEMBER EXCHANGE on the employee's voice a systematic review and meta-analysis approach were used. From the total of 88 articles obtained in the initial search, according to a systematic protocol 33 articles were analyzed using the metaanalysis method with two fixed and random effects models and using CMA 2 software. The results show that according to the heterogeneity of the reviewed studies, the influence of the LEADER-MEMBER relationship on the voice of the employees is confirmed. Also, the results of the Fail-Safe N test show the stability and immutability of the results of this research. The results of this research show that employees express their ideas when there is a strong (LMX) relationship between leaders and followers. This type of encouragement allows employees to be more creative and take risks and fostering innovative work behaviors.

This study investigated the relationship between the LEADER-MEMBER EXCHANGE ((LMX)) and Job satisfaction among high school teachers in Yazd. The targeted population included high school teachers in Yazd. According to Krejcie and Morgan’s table 285 teachers were selected using stratified sampling. A use was made of modified LEADER-MEMBER EXCHANGE questionnaire (Liden & Maslyn, 1998) and a modified questionnaire Spector’s Job Satisfaction Survey (1994). The reliability and validity of both instruments were explored and approved. Data analysis involved descriptive statistics, Spearman and Pearson correlation coefficients, and stepwise multiple regression analysis. The results showed that there was a significant positive relationship between the Quality of (LMX) and Teachers’ Job Satisfaction. Besides, a significant positive relationship was observed between all of the four dimensions of (LMX) and Teachers’ Job Satisfaction. Regression analysis also indicated that the Affect and Professional Respect could predict 40 percent of the common variance of the Teachers’ Job Satisfaction Variable. The results of the present research suggested that enhancing LEADER-MEMBER EXCHANGE might improve teachers’ Job Satisfaction.

Objective: Although research has been conducted on the impact of voice of employees on job satisfaction consequences such as job performance, organizational commitment, burnout, and turnover, few studies have examined the impact of other variables on the relationship between these variables. Therefore, given the high impact of voice of employees on job satisfaction consequences, it is important to recognize such variables. Therefore, the present study investigates the moderating role of LEADER-MEMBER EXCHANGE in the relationship between voice of employees and job satisfaction. Methods: The statistical population includes all managers and non-managers of Central Bank of Saderat Bank with 2063 employees. The sample size at the level of 0. 05 errors was estimated to be 330 and the statistical sample members were selected by stratified random sampling. The data were collected using a researcher-made questionnaire with 23 items that its content and structure validity was confirmed and its reliability was 0. 947. Hypotheses were tested using structural equation modeling with the help of SmartLess software. Results: Findings showed that LEADER-MEMBER EXCHANGE increased the positive effect of employee voices on organizational commitment and job performance and its negative impact on organizational turnover and organizational burnout. Also, voice of employees has a positive effect on organizational commitment and job performance, and a negative impact on organizational turnover and analyzing the employees' psychological burnout. Conclusion: This research contributes the need for greater effect of employee voices on job satisfaction consequences through improving the relationships between leaders and employees reinforces.

Introduction: The aim of this research was to study the relationship between organizational justice and (LMX) with trust in supervisor and dimensions of psychological empowerment.Method: The sample consisted of 247 employees of the Esfahan Steel Company who have been working in the summer of 2010 (1389s.c.). Data was collected by questionnaire of Nieh off and Moorman's organizational justice (1993), Graen, Novak and Sommerkamp (1982) for (LMX), and scale of trust in supervisor by Hartog and Koopman (2003). Data was analysis by using correlation, simple and multiple regression.Results: Results showed that procedural justice and (LMX) predicted trust in supervisor and procedural justice predicted trust in supervisor greater than (LMX). Quality of (LMX) and procedural justice were important for employee's trust in supervisor.Conclusion: Further interactions revealed that supervisors’ fair treatment with subordinate were very important for building trust in leader.

Introduction: The purpose of this study was to investigate the mediating role of workplace exclusion in the relationship of LEADER-MEMBER EXCHANGE ((LMX)) with workplace deviance and psychological well-being.Method: The sample consisted of 294 employees of an industrial company who were selected by stratified random sampling method. Of this sample 84% were men and average age was 35 years. Participant completed (LMX) (Graen & Uhl- Bien, 1995), Workplace Exclusion (Hitlan & Noel, 2009), Workplace Deviance (Bennet & Robinson, 2000), and Psychological Wellbeing (Ryff, 1994) Scales. Fitness of the proposed model was examined through structural equation modeling (SEM), using SPSS-18 and AMOS-18 software packages. The indirect effects were tested using bootstrap procedure in SPSS Macro program for mediation effect.Results: Findings indicated that the proposed model fit the data properly. The results also supported the mediating role of workplace exclusion in the relationship of LEADER-MEMBER EXCHANGE ((LMX)) with workplace deviance and psychological well-being.Conclusion: This research suggests that there is a strong need to make employees feel included within the workplace.

Capitalizing upon Implicit Leadership Theories (ILTs) and LEADER-MEMBER EXCHANGE ((LMX)), this research aims to explore the relationship between the congruence of employees’ ILTs and those traits of their managers and employees’ supportiveness, resistance and behavioral creativity for change. After distributing three questionnaires at three points among teachers, 296 participants completed all three questionnaires.Having conducted some confirmatory factor analyses (CFAs), we utilized Latent Congruence Modeling (LCM) to analyze the final proposed models. The findings showed that the congruence has no direct effects on behavioral change responses.However, (LMX) can function as a full mediator. (LMX) has significant relationships with employees’ support and resistance for change. Nevertheless, the path coefficient was non-significant for behavioral creativity to change. This study, therefore, extends prevailing follower-centric perspective on leadership and strengthens its essence in organizational change with fundamental socio-cognitive research.