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…Interpersonal communication… Tannenbaum et al. (1961) implied leaders communicate in one-to-one or one-to-few situations. Kacmar, Witt, Zivnuska, and Gully (2003) confirmed the value of interpersonal communication in a study that showed a relationship between higher job performance and more frequent communication with the supervisor. Their study also showed lower levels of job performance with less frequent communication with the supervisor. Lee (2001) added to the breadth of the value of interpersonal communication by concluding from his study that followers in high-quality leader-member exchange relationships perceived greater fairness in distributive justice that, in turn, led to followers' perception that communication between leaders and followers in the work groups was more cooperative.
If you qualify for the exemption, you will still need to achieve 36 months' experience and record this in My Experience .
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