Academic literature on the topic 'Leader-subordinate relationships'
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Journal articles on the topic "Leader-subordinate relationships"
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Li, Lan, Xingshan Zheng, Siwei Sun, and Ismael Diaz. "Does subordinate moqi affect leadership empowerment?" Leadership & Organization Development Journal 41, no. 8 (August 25, 2020): 1015–34. http://dx.doi.org/10.1108/lodj-08-2019-0351.
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PurposeThe present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.Design/methodology/approachA self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.FindingsFirst, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.Originality/valueThough researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.
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Glasø, Lars, and Ståle Einarsen. "Experienced affects in leader–subordinate relationships." Scandinavian Journal of Management 22, no. 1 (March 2006): 49–73. http://dx.doi.org/10.1016/j.scaman.2005.09.003.
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Chun, Jae Uk, Dongseop Lee, and John J. Sosik. "Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships: The paradoxical role of subordinate expertise." Leadership Quarterly 29, no. 4 (August 2018): 501–12. http://dx.doi.org/10.1016/j.leaqua.2017.11.001.
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Peng, Jian, Xiao Chen, Qi Nie, and Zhen Wang. "Proactive personality congruence and creativity: a leader identification perspective." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 543–58. http://dx.doi.org/10.1108/jmp-10-2018-0444.
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PurposeDrawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.Design/methodology/approachTwo different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.FindingsSubordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.Practical implicationsThe findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.Originality/valueThis research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.
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Rahman, Syahrir, and Nomahaza Mahadi. "A CONCEPTUAL PAPER ON THE INFLUENCE OF MUTUAL RESPECT ON LEADER-SUBORDINATE RELATIONSHIP IN THE MALAYSIAN PUBLIC SERVICES." Journal of Science, Technology and Innovation Policy 7, no. 2 (December 29, 2021): 39–46. http://dx.doi.org/10.11113/jostip.v7n2.89.
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Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.
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Glaso, Lars, Katrine Ekerholt, Sunniva Barman, and Stale Einarsen. "The instrumentality of emotion in leader-subordinate relationships." International Journal of Work Organisation and Emotion 1, no. 3 (2006): 255. http://dx.doi.org/10.1504/ijwoe.2006.010791.
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Williams, Ethlyn, Juanita M. Woods, Attila Hertelendy, and Kathryn Kloepfer. "Supervisory influence." Journal of Organizational Change Management 32, no. 3 (May 13, 2019): 320–39. http://dx.doi.org/10.1108/jocm-10-2017-0373.
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Purpose The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential. Design/methodology/approach Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression. Findings Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader). Practical implications Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors. Social implications Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting. Originality/value Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.
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Du, Bin, Bin He, Luxiaohe Zhang, Nan Luo, Xuan Yu, and Ai Wang. "From Subordinate Moqi to Work Engagement: The Role of Leader–Member Exchange in the Sustainability Context." Sustainability 15, no. 1 (December 22, 2022): 170. http://dx.doi.org/10.3390/su15010170.
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In search of sustainable strategies to improve employees’ work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees’ work engagement based on leader–member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader–member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor’s organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader–member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors’ implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations’ human resources.
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Chiaburu, Dan S., Troy A. Smith, Jiexin Wang, and Ryan D. Zimmerman. "Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance." Journal of Personnel Psychology 13, no. 2 (January 2014): 70–86. http://dx.doi.org/10.1027/1866-5888/a000105.
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We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.
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Anggraeny, Petty Dita, Zainul Kisman, and Kabul Wahyu Utomo. "The relationship of the leader member exchange mediated by the perception of romantic relationships at workplace." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 9 (December 25, 2022): 107–17. http://dx.doi.org/10.20525/ijrbs.v11i9.2212.
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This study aims to examine the relationship between Leader-Member Exchange (quality of the direct leader-subordinate relationship) with Motivation and Commitment mediated by the Perception of Romance in the workplace. This analysis uses the dependent variable (commitment and motivation) and the independent variable (LMX (quality of direct superior-subordinate relationship) and perceptions of romantic relationships at work). The sampling method used in this study used a purposive sample distributed to all employees in the South Jakarta Area, with an unknown population and SEM sampling with the gameshow formula with a sample size of 100 respondents. The data analysis method in this study used Partial Least Square (PLS), with Smart PLS running on computer media. The results of this study show that all variables are valid and reliable. Thus, the superior-subordinate relationship also positively impacts the perception of romantic relationships in the workplace. Interestingly, LMX towards commitment and motivation mediated by perception of romantic relationship has a positive impact but is not significant. Therefore, this study suggests that the company arrange a clause or policy regarding the relationship between employees.
Dissertations / Theses on the topic "Leader-subordinate relationships"
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Bradley-Cole, Kim. "Exploring subordinate leaders' implicit theories of authentic leadership : understanding the experience and contribution of leader authenticity to effective managerial relationships in large organisations." Thesis, University of Reading, 2014. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.745705.
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Gorman, C. Allen, and Reyes D. A. Chavez. "Full Range Focus: How Regulatory Focus Influences the Relationship Between Leader Behavior and Subordinate Outcomes." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/2613.
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Excerpt: The current study explores these variables simultaneously to illustrate how both leader and follower characteristics influence organizational citizenship behavior (OCB) and counterproductive work behavior (CWB).
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Dienesch, Richard M. "An empirical investigation of the relationship between quality of leader-member exchange and subordinate performance and satisfaction." Diss., Georgia Institute of Technology, 1987. http://hdl.handle.net/1853/29533.
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Silveira, Nereida Salette Paulo da. "Similaridades e dissimilaridades: a influência da diversidade na qualidade da relação de superiores e subordinados." Universidade Presbiteriana Mackenzie, 2007. http://tede.mackenzie.br/jspui/handle/tede/565.
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The study investigated the effect of similarity and dissimilarity in characteristics of different depth levels, perceptual or real, over the superiors and subordinate relationship quality through LMX (Leader-Member Exchange) viewpoint. The characteristics investigated were gender and age at the superficial level and work family conflict at deep level. The study counted with the comparative data of 89 dyads. The results indicate the influence of general similarity perception in the quality of superiors and subordinate relationship. The stronger the similarity perceived, better the dyadic relationship. This effect increases when subordinate declares satisfied with the quality and frequency of the contact with his/her superior. Results demonstrate that similarity perception does not correspond to real similarity or dissimilarity, but this correspondence is enhanced when the contact is satisfactory.
O estudo buscou investigar os efeitos da similaridade e dissimilaridade em características de diferentes níveis de profundidade, reais ou percebidas, na qualidade da relação de superiores(as) e subordinados(as) sob a ótica da LMX (Leader-Member Exchange). As características investigadas foram gênero e idade, no nível superficial e conflito família-trabalho no nível profundo. O estudo contou com os dados comparativos de 89 díades. Os dados indicam a influência da percepção de similaridade geral na qualidade da relação de superiores e subordinados. Quanto maior a similaridade percebida, melhor a relação diádica. Este efeito é ampliado quando o(a) subordinado(a) se declara satisfeito(a) com a qualidade e a freqüência do contato com seu/sua superior(a). Resultados demonstram que a percepção de similaridade não corresponde à similaridade ou dissimilaridade real, mas esta correspondência se amplia quando o contato for satisfatório.
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Huang, Mei-Ting, and 黃湄婷. "The Relationships among Leader-Subordinate Relational Identity of Subordinates, Paradox Mindset, Perceived Power Distance and Innovative Behavior." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/xxjy27.
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碩士國立彰化師範大學
人力資源管理研究所
107
In the past, the relationships between leaders and subordinates were mostly discussed in terms of their interaction qualities, exchange relationships, or fits. However, in recent years some scholars have come up with the idea of “leader-subordinate relational identity,” arguing that previous studies have ignored the preconception of leaders or subordinates may also affect the behaviors of individuals in the organization. This study explored the influence of leader-subordinate relational identity, including instrumental identity and affective identity, on the innovative behavior in the perspective of subordinates; and discussed about the mediation effect of paradox mindset--a positive thinking and attitude ,explaining by social exchange theory; furthermore, probed into the moderating effect of subordinates' perceived power distance on the relationship between leader-subordinate identity and paradox mindset in paradox theory. In the study, we used convenience sampling method with a dyadic survey approach from various industries of Taiwan. The result showed: (1) subordinates' affective identity is positively associated with innovative behavior. (2) paradox mindset mediates the positive relationship between subordinates' affective identity and innovative behavior (3) subordinates' perceived power distance moderates subordinates' affective identity and paradox mindset. The implications, limitations and possible directions for future research were also indicated.
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Pei-JuLiao and 廖佩如. "The Relationships among Emotional Intelligence,Emotional Labor, Job Satisfaction and burnout-Project team Leader and Subordinate dual perspective." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/08860267759634779421.
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碩士國立成功大學
高階管理碩士在職專班(EMBA)
100
Under the uncertainty of international economic and increasing price of domestic oil and electronic, these issues have negative impacts on the performance of the financial market and the operating risk of the enterprise. How companies to find out the solution and prevent the risk? The key factors are to adapt project management in the business model and to build up a new system to control situation immediately, make prompt decision, and create highly return on investment in project management with the limited financial budget and time. Therefore, there are big issues of emotional management between project team leader and subordinate. The purpose of this paper aims to explore the relationship with multi-factors of the model, emotional intelligence, emotional labor, job satisfaction and burnout between project team leader and subordinate. This research effectively collects sample data from matched project team leader and subordinate in 150 companies. A total of 300 questionnaires were issued, and of the 300 returned 260 included 130 project team leader and subordinate respectively were deemed valid, yielding a ratio of 87%.We verify the hypotheses by several analyzing methods, such as descriptive statistics, factor analysis, reliability analysis, and regression analysis. There are some findings in this study and as followings： 1.It is significant influence between the emotional labor and the emotional intelligence of each project team leader and subordinate. 2.It is significant influence between the burnout and the emotional labor of each project team leader and subordinate. 3.It is significant influence between the job satisfaction and the emotional intelligence of each project team leader and subordinate. 4.It is significant influence between the burnout and the job satisfaction of each project team leader and subordinate. 5.It is significant influence between the burnout and the emotional intelligence of each project team leader and subordinate. 6.It is significant influence between the emotional labor and the emotional intelligence of each project team leader and subordinate throughout emotional labor. 7.It is significant influence between the emotional labor and emotional intelligence of each project team leader and subordinate throughout job satisfaction. 8.It is significant influence between the emotional labor of project team subordinate and the job satisfaction of project team leader.
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yu-chung, Cheng, and 鄭育群. "THe relationship between leader behavior and subordinate''s morale: A preliminary study on Taiwan high school military instructor." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/91630552814084625413.
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碩士元智大學
管理研究所
89
The Relationship Between Leader Behavior and Subordinate’s Morale: A Preliminary Study on Taiwan High School Military Instructor Student: Yu-chung Cheng. Advisor: Po-chien Li, Ph. D Institute of Management Yuan - Ze University ABSTRACT The purpose of the research is to explore the relationship between the leader behaviors of military instructor directors and their subordinates’ work morale. To test research hypotheses, mail survey was used to collect date from 122 high school military instructors examined in the current study include consideration and initiation of structure, and the construct of work morale was measured by three job-related attitudinal variable: job satisfaction, affective commitment, and intend to leave. The results of the study indicated that consideration behavior was positively related to subordinate’s job satisfaction, but was not associated with affective commitment and intent to leave. In contrast, initiation of structure behavior appeared to have a negative relationship with job satisfaction and affective commitment, and have a positive association with intent to leave. Research implications and suggestions for future studies are also provided in the thesis.
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Lee, Cheng-En, and 李政恩. "The relationship between leader-subordinate relational identity withsubordinate pro-social organizational behavior:The individual traditionalism and modernity values as moderator." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/8rbpcq.
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碩士元智大學
經營管理碩士班(領導學程)
107
In order to explore the relationship between subordinates’ behavior in the organization with the relational identity between supervisors and subordinates, this study cuts into the view of the social cognition schema. Also, plenty of cross-cultural studies in the past have confirmed that the relationship schema is shaped by different cultural values, which is, the leader-subordinate relationship cognition of individuals will be affected under various of cultures and provide different results. Therefore, this study adopts four relational identities (equal and close, equal but distant, unequal but close, unequal and distant) by Sung-Chun Tsai (2012), which are based on the interpersonal circle theory, and desire to find out the influence of subordinates’ pro-social organizational behaviors (toward individual, organization, and leader). Furthermore, according to the cross-cultural studies, this study also proposes the traditional and modern value of the individual will be a moderator between leader-subordinate relational identity and subordinate pro-social organizational behavior. Meanwhile, this study is aimed at exploring the interaction between leaders and subordinates of enterprise organizations, as to test those above, we conduct questionnaire surveys and collect dual data of supervisors and subordinates. From the collecting data, we had recovered 157 pairs of valid questionnaires. Last but not least, this study validates relevant hypotheses using multiple regression analysis. We believe this research will contribute to the literature on the theory of leader-subordinate relational identity.
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Liu, Ming-Yu, and 劉明裕. "The Relationship among Supervisor-Subordinate Similarity, Employees' Goal Orientations, Job Performance and Job Satisfaction: The Mediation Effect of the Quality of Leader-Member Exchange and the Moderation Effect of Interpersonal Skill." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/47674452191250345188.
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碩士輔仁大學
管理學研究所
93
There are three purposes of this study. First, it wants to know the relationship among supervisor-subordinate similarity, employees’ goal orientations, the quality of leader-member exchange, interpersonal skill, job performance and job satisfaction in industries. Second, it wants to verify that the effects of supervisor-subordinate similarity and employees’ orientation on job performance and job satisfaction are mediated by the quality of LMX. Finally, it wants to investigate the effects of supervisor-subordinate similarity, employees’ orientation, the quality of LMX on job performance and job satisfaction are moderated by ingratiation. The sample for this study has contained 495 questionnaires from employees of electronic manufacturing industry, trading, banking and insurance industry. 410 responded questionnaires were collected, 295 of them were fully completed. First, this research found that supervisor-subordinate similarity relates positively to job satisfaction, performance orientation are relates positively to job performance, mastery orientation and the quality of LMX relate positively to job performance and job satisfaction. Second, the effects of supervisor-subordinate similarity on job satisfaction and the effects of mastery orientation on job performance are mediated by the quality of LMX. Finally, the effects of supervisor-subordinate similarity and the quality of LMX on job performance are moderated by ingratiation.
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Borralho, Mariana Gouveia. "O "efeito sombra" na liderança ética: o papel moderador do narcisismo nos líderes." Master's thesis, 2015. http://hdl.handle.net/10071/14619.
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Classificação da dissertação nas classificações definidas pela American Psychology
Association (PsyINFO Classification Categories and Codes: 3600 – Industrial & Organizational
Psychology; 3660 - Organizational BehaviorEste trabalho pretende contribuir para a temática da ética nas organizações no que toca ao aspeto da liderança, particularmente no que se refere às interações entre líder e subordinado. Procedeu-se à análise da probabilidade do, recente e ainda pouco conhecido na literatura, constructo "efeito sombra" se apresentar como uma dimensão da liderança ética. Nesse sentido, o objetivo deste estudo prendeu-se, inicialmente, com a confirmação da existência de associação entre ambos os conceitos e numa segunda fase, com a observação da variação desta, na presença de uma característica da personalidade dos líderes, o narcisismo. Para este efeito, foram aplicados questionários a uma amostra constituída por 185 participantes empregados e com um líder/chefia direta, onde se aferiu a sua perceção face a esta. Os principais resultados revelaram a existência de associação entre a perceção de "efeito sombra" e de liderança ética, o que confirma a hipótese geral do estudo. Foi ainda possível observar que o narcisismo pode moderar esta relação.
This work aims to contribute to the topic of ethics in organizations concerning leadership, particularly with regard to the interaction between leaders and subordinates. The possibility of the recent and still unknown construct defined in literature as "shadow effect" has been analyzed as being present as a dimension of ethical leadership. In this sense, the first goal of this study was initially related to the verification of existing correlations between both concepts and secondly, with the study of the variation of that correlation in the presence of narcissism, a personality trait of leaders. For this purpose questionnaires were applied to a sample of 185 employed individuals with a leader/manager to evaluate their perception of this personality trait. The main results show that there is an association between the perception of the “shadow effect” and ethics in leadership which confirms the general assumption of this study. It was also observed that narcissism can moderate this relation.
Books on the topic "Leader-subordinate relationships"
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Relationship between the congruence of preferred and actual leader behaviors and subordinate satisfaction with leadership. 1985.
Find full textBook chapters on the topic "Leader-subordinate relationships"
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Saini, Garima, and Shabnam. "Thinking Styles and Leadership Skills of Managers on Organizational Productivity." In Handbook of Research on Multidisciplinary Perspectives on Managerial and Leadership Psychology, 448–58. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3811-1.ch022.
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Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.
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Rao, Rahul. "The Nation and Its Queers." In Out of Time, 174–212. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190865511.003.0006.
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In 2014, the Supreme Court of India endorsed the demand of trans petitioners for recognition as a ‘backward’ class, entitling them to constitutional guarantees of affirmative action. The equation of transness with backwardness seems to reiterate the ascription of primitiveness to the queer in the colonial archive. In Indian politics, backwardness has different connotations arising out of the struggles of subordinate caste groups. This chapter explores the perils and potentials of the trans claim to backwardness, asking what an appeal to Dalit leader Ambedkar’s politics of futurity means for trans politics. On a parallel register, the chapter explores the relationship between gender identity and backwardness in the imagination of the nation itself, demonstrating how an elite drive for great power status is articulated through the idiom of gender transition. Finally, the chapter reflects on the potentials of gender trouble on both the right and left of the Indian ideological spectrum.
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McDivitt, Jordan A., Steffen G. Hagemann, Matthew S. Baggott, and Stuart Perazzo. "Chapter 12: Geologic Setting and Gold Mineralization of the Kalgoorlie Gold Camp, Yilgarn Craton, Western Australia." In Geology of the World’s Major Gold Deposits and Provinces, 251–74. Society of Economic Geologists, 2020. http://dx.doi.org/10.5382/sp.23.12.
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Abstract The Kalgoorlie gold camp in the Yilgarn craton of Western Australia comprises the supergiant Golden Mile and the smaller Mt. Charlotte, Mt. Percy, and Hidden Secret deposits. Since the camp’s discovery in 1893, ~1,950 metric tons (t) of Au have been produced from a total estimated endowment of ~2,300 t. The camp is located within Neoarchean rocks of the Kalgoorlie terrane, within the Eastern Goldfields superterrane of the eastern Yilgarn craton. Gold mineralization is distributed along an 8- × 2-km, NNW-trending corridor, which corresponds to the Boulder Lefroy-Golden Mile fault system. The host stratigraphic sequence, dated at ca. 2710 to 2660 Ma, comprises lower ultramafic and mafic lava flow rocks, and upper felsic to intermediate volcaniclastic, epiclastic, and lava flow rocks intruded by highly differentiated dolerite sills such as the ca. 2685 Ma Golden Mile Dolerite. Multiple sets of NNW-trending, steeply dipping porphyry dikes intruded this sequence from ca. 2675 to 2640 Ma. From ca. 2685 to 2640 Ma, rocks of the Kalgoorlie gold camp were subjected to multiple deformation increments and metamorphism. Early D1 deformation from ca. 2685 to 2675 Ma generated the Golden Mile fault and F1 folds. Prolonged sinistral transpression from ca. 2675 to 2655 Ma produced overprinting, NNW-trending sets of D2-D3 folds and faults. The last deformation stage (D4; < ca. 2650 Ma) is recorded by N- to NNE-trending, dextral faults which offset earlier structures. The main mineralization type in the Golden Mile comprises Fimiston lodes: steeply dipping, WNW- to NNW-striking, gold- and telluride-bearing carbonate-quartz veins with banded, colloform, and crustiform textures surrounded by sericite-carbonate-quartz-pyrite-telluride alteration zones. These lodes were emplaced during the earlier stages of regional sinistral transpression (D2) as Riedel shear-type structures. During a later stage of regional sinistral transpression (D3), exceptionally high grade Oroya-type mineralization developed as shallowly plunging ore shoots with “Green Leader” quartz-sericite-carbonate-pyrite-telluride alteration typified by vanadium-bearing muscovite. In the Hidden Secret orebody, ~3 km north-northwest of the Golden Mile, lode mineralization is a silver-rich variety characterized by increased abundance of hessite and petzite and decreased abundance of calaverite. At the adjacent Mt. Charlotte deposit, the gold-, silver-, and telluride-bearing lodes become subordinate to the Mt. Charlotte-type stockwork veins. The stockwork veins occur as planar, 2- to 50-cm thick, auriferous quartz-carbonate-sulfide veins that define steeply NW- to SE-dipping and shallowly N-dipping sets broadly coeval with D4 deformation. Despite extensive research, there is no consensus on critical features of ore formation in the camp. Models suggest either (1) distinct periods of mineralization over a protracted, ca. 2.68 to 2.64 Ga orogenic history; or (2) broadly synchronous formation of the different types of mineralization at ca. 2.64 Ga. The nature of fluids, metal sources, and mineralizing processes remain debated, with both metamorphic and magmatic models proposed. There is strong evidence for multiple gold mineralization events over the course of the ca. 2.68 to 2.64 orogenic window, differing in genesis and contributions from either magmatic or metamorphic ore-forming processes. However, reconciling these models with field relationships and available geochemical and geochronological constraints remains difficult and is the subject of ongoing research.