The Acceptable Macro-nutrient Distribution Range (AMDR) (10-35% of calories as protein) was developed to express dietary recommendations in the context of a complete diet. It is noteworthy that the lowest level of protein intake reflected in the AMDR is higher than that of the RDA. The AMDR for carbohydrates is 55-70%. The type of carbohydrates that you eat makes a difference – foods that contain high amounts of simple sugars, especially fructose raise triglyceride levels. Triglycerides (or blood fats) are an important barometer of metabolic health; high levels may be associated with coronary heart disease, diabetes and fatty liver.
“LMX”, “gender”, and “OCB”. The results were sorted by relevance and not filtered by publication date. The first step of analysis was simply reading the title. If the title seemed relevant to this review, the second step was to read the abstract. If this indicated the article would be of significance to the paper, the article was read in its entirety. Some papers referenced other papers, and these were not always read completely. However, some referenced information is included in the review. Apart from apparent (ir)relevance, no other inclusion or exclusion criteria were considered. Overall, 35 pieces of literature were included of which 19 were completely read.
Literature review
Leader-Member Exchange Theory
According to Graen and Uhl-Bien (1995), leadership research should not put its focus on the leader only. They argue that leadership consists of three domains: the leader, the follower, and their relationship. This taxonomy could be seen as the foundation of LMX theory, since the most differential aspect of the theory is the emphasis that is laid on the leader-follower dyadic relationship. LMX proposes that leaders do not treat all their followers in the same way. They split their followers into two groups: in groups and out groups. The followers that are categorized into the in groups are given more time and attention than those categorized into the out groups. Furthermore, the performance of in group members is often evaluated as higher than that of out group members, and in group members seem to be more satisfied with their LMX relationship compared to out group members (Varma & Stroh, 2001). Scholars suggest that leaders’ classification into in and out groups is mostly based on factors that are unrelated to performance, and one of these seems to be gender (Graen, Liden, & Hoel, 1982; Dienesch & Liden, 1986). In the following paragraphs, the role of gender will be discussed from different perspectives.
Gender stereotypes
Despite numerous awareness campaigns, feminist initiatives, and other attempts at bringing more equality onto the work floor, gender stereotypes still play a significant role in this world. Both men and women are often expected to act a certain way, and these expectations can have more influence on their evaluations than their actual performance and/or behaviour. Eagly, Makhijani, and Klonsky (1992) found that women using an autocratic leadership style were rated as less effective than men using the same style. They explain that autocratic leadership behaviours are seen as more masculine, and that male leaders are seen as more effective than women,
