Leader Mindfulness and Employee Performance, and Wellbeing in Pakistani Firms: The Role of Interpersonal Justice, and Employee Stress, and LMX Quality

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader–employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

Human resource management (HRM) practices can have a big impact on how well employees perform in the aspects of both in-role and extra-role performance. The impact of various HRM methods, notably the digitization of HRM practices, on the in-role and extra-role performance of employees working in the ready-made garment business has not yet been examined in the context of Bangladesh. Therefore, this study's main objective was to investigate the impact of human resource management digitalization on employees' in-role and extra-role performance in the context of Bangladeshi ready-made garment (RMG) enterprises. Using the 25th version of the Statistical Package for The Social Sciences (SPSS), the study investigated the opinions of the employees working in various departments of RMG companies in Bangladesh. It sought to determine how certain digitalized HRM practices, particularly e-recruitment and selection, e-training and development, e-performance appraisal and management, e-compensation management, e-complaints management, e-communication management, e-career management, etc., have an impact on both in-role and extra-role employee performances. Findings of this study indicated that, though certain digitalized HRM practices like e-compensation management and e-career impact significantly on employee extra-role performance they contribute insignificantly on employee in-role performance. Additionally, it has been found that e-performance appraisal management has a significant positive impact on the in-role performance of the employees. The study also made an effort to advise management body of the RMG firms to digitalize some HRM procedures that can improve employee and organizational performance.

Guided by self-determination and social exchange theories, we examine how leader-member exchange (LMX) quality impacts follower well-being. Despite LMX relationships being dynamic in nature, the way relationship quality varies over time and its impact on well-being has not been examined in detail. To address this important issue, a daily diary study is reported of employees from a variety of organizations. One hundred and fifty-eight participants completed a daily diary in the morning and evening for five consecutive workdays (k = 603 observations). Measures included hedonic and eudaimonic well-being, and social and economic LMX exchanges. There was a significant variation of LMX quality over the diary days. Daily LMX quality predicted daily follower well-being (while controlling for morning well-being). Further, for those that interacted with their manager, social LMX exchanges but not economic LMX exchanges predicted daily well-being. Interaction characteristics (frequency, time, content) had a relatively small impact on daily well-being. As predicted, work engagement mediated the relation between daily LMX quality and social LMX exchanges (but not daily economic LMX exchanges) with well-being. The results show how LMX quality affects followers' well-being that varies daily, that is affected by leaders' behaviors. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The primary purpose of this study was to investigate the relationships of the project leader’s competencies with leader-member exchange (LMX) quality, and their impact on project performance in research institutions. The structural equation modeling (SEM) approach was used to validate the research model. Using data from more than 200 research projects, the analyses find that leadership competency is positively associated with LMX quality in a research team. Additionally, research project performance can be achieved with higher levels of LMX quality. The results also show that LMX quality mediates the effects of leadership competency on research project performance. Finally, the findings indicate that team relationship, owner regulation, and project budget have a moderating effect on the relationship between LMX quality and research project performance.

Introduction: This study investigates the influence of Leader-Member Exchange (LMX), Quality Work Life (QWL), and Resilience on employee performance through Organizational Citizenship Behavior (OCB) and Employee Well-being in real estate companies in the Special Region of Yogyakarta. The research aims to provide insights into the complex interplay between these factors within the unique context of the real estate industry in Yogyakarta. Data were collected through surveys administered to employees in various real estate companies in the region. Secondly, the study found that a work environment supportive of quality work life was associated with increased Employee Well-being. Factors such as work-life balance initiatives, recognition of contributions, and a supportive organizational culture contributed to higher levels of well-being among employees. By understanding and addressing these factors, organizations can improve employee well-being and performance, ultimately leading to greater success in the competitive real estate industry of Yogyakarta. Objective: This study investigates the influence of Leader-Member Exchange (LMX), Quality Work Life (QWL), and Resilience on employee performance through Organizational Citizenship Behavior (OCB) and Employee Well-being in real estate companies in the Special Region of Yogyakarta. Theoretical Framework: The study is grounded in LMX, QWL, Resilience, OCB, and Employee Well-being theories. It explores how these theoretical constructs impact employee performance, specifically in real estate. Method: Data were collected through surveys administered to employees in various real estate companies in the Special Region of Yogyakarta. The surveys measured variables related to LMX, QWL, Resilience, OCB, Employee Well-being, and performance. Results and Discussion: The study found that a work environment supportive of quality work life was associated with increased Employee Well-being. Factors such as work-life balance initiatives, recognition of contributions, and a supportive organizational culture contributed to higher levels of well-being among employees. Research Implications: The findings suggest that enhancing LMX, QWL, and Resilience can improve OCB and Employee Well-being, positively affecting employee performance. Real estate companies in Yogyakarta can benefit from implementing strategies that support these factors to achieve better organizational outcomes. Originality/Value: This study provides original insights into the specific context of the real estate industry in the Special Region of Yogyakarta. It highlights the importance of a supportive work environment and its impact on employee well-being and performance, contributing valuable knowledge to organizational behavior and human resource management.

The present study sought to understand the relationships between team identification, leader-member exchange (LMX) quality, and the basic psychological need satisfaction of collegiate athletes, as well as the moderating role of coach-athlete LMX quality. Self-reported data from 319 collegiate athletes were analyzed using SPSS version 29. The relationships between the study variables were tested by moderation analysis using PROCESS macro model 1. Regression analyses showed team identification to be positively related to the satisfaction of the needs for competence and relatedness, while LMX quality was positively related to the satisfaction of the needs for competence and autonomy. Furthermore, moderation analyses showed that LMX quality positively moderated the relationship between team identification and the satisfaction of the needs for competence and relatedness. The results of this study highlight the important role that team identification and LMX quality play in the satisfaction of the basic psychological needs of collegiate athletes. The implications of these results for the optimal functioning of collegiate athletes are discussed.

This study aims to examine the relationship between perceived Leader-Member Exchange (LMX) quality and job performance with the moderating role of perceived role ambiguity of food&drink service sector employees working in service organizations in Istanbul-Turkey. Within the framework of this study, the suggestions are derived from LMX Theory, Attribution Theory and Performance Behavior Approach while examining the proposed relationships among the research constructs. The findings revealed that LMX quality and its dimensions had positive significant correlations with job performance. Moreover, the research results showed that perceived role ambiguity had a significant moderating role on the relationship between LMX and job perception.

In a field study we examined employees' fairness perceptions of supervisor feedback and their relationships with employee well-being (job depression, job anxiety, job satisfaction, turnover intentions) and perceived control at work. We hypothesized quality of leader – member exchange (LMX) to partially mediate these relationships. We measured the above constructs in two different industries at two separate times over an interval of 6 months. Results from hierarchical regression analyses based on data from 99 employees supported our hypotheses. Perceived fairness of feedback was positively related to job satisfaction and feelings of control at work, and negatively related to job depression and turnover intentions. These relationships were mediated by the quality of LMX. Job anxiety was neither related to fairness perceptions of feedback nor to LMX, but positively related to frequency of negative feedback from the supervisor. Our research contributes to both, the feedback and leadership fairness literature, in connecting fairness of leader feedback to LMX and important work-related outcomes.

Leader-Member Exchange and Employee Outcomes: The Effects of Taking Charge and Psychological Empowerment

PurposeThe purpose of this paper is to investigate the relationships among leader-member exchange (LMX) quality, social interaction, and the effectiveness of knowledge transfer.Design/methodology/approachThis study used a paired questionnaire to collect 209 valid sets of paired data, consisting of responses from 37 Taiwanese supervisors and their 209 Chinese subordinates at 35 Taiwanese manufacturing firms located in Mainland China. The proposed hypotheses were tested with the application of a two-step approach of PLS-SEM analysis.FindingsThe results of this study showed that LMX quality and social interaction are positively associated with effective knowledge transfer, and most importantly, it found that social interaction between Taiwanese managers and their subordinates has a full mediating effect on this relationship.Research limitations/implicationsThe data were collected from a dyad supervisor-subordinate relationship; thus, future research is encouraged to collect data from peer co-worker relationships. The findings, however, suggested that organizations should provide a supportive environment where a good supervisor-subordinate relationship can be created for the enhancement of knowledge transfer.Practical implicationsThe study suggested that managers should work to develop high-quality LMX relationships with their subordinates, as this can enhance social interaction among employees and facilitate more effective knowledge transfer.Originality/valueThe paper applied a four-level training evaluation model to assess the effectiveness of knowledge transfer which has never been done before, and found that both LMX quality and social interaction affect how well individuals can acquire knowledge.

Growing research attention has been devoted to understanding the implications of work engagement with an emphasis on its motivational mechanism linking its antecedents to consequences. Findings from such research efforts could inform intervention efforts. Integrating organizational justice theories within the leadership framework, this study examined the effects of supervisory interactional justice and supervisory procedural justice on subordinates' work engagement. Based on survey responses from 352 Chinese employees collected at two time points with three months in-between, moderated regression analyses were conducted to test hypotheses that there is a direct positive effect of supervisory interactional justice and supervisory procedural justice on subordinate's work engagement respectively, and that leader-member exchange (LMX) quality moderates the justice-engagement relationships. Specifically, the supervisory interactional justice-engagement relationship was expected to be stronger for subordinates with high LMX quality, and the supervisory procedural justice-engagement relationship was expected to be stronger for subordinates with low LMX quality. The results showed that both supervisory interactional justice and supervisory procedural justice significantly correlated with subordinate-reported work engagement measured three months later. However, the results did not support the proposed main and interactive effect hypotheses after adding control variables. Supplemental analysis results demonstrated that supervisory interactional justice and supervisory procedural justice had significant indirect effects on work engagement through LMX quality. Further, POS was found to moderate the indirect effects of supervisory interactional justice. But POS was not a moderator for supervisory procedural justice. Moreover, emotional labor job type interacted with supervisory interactional justice in predicting vigor, such that supervisory interactional justice was significantly and negatively related to vigor when higher emotional labor is involved. In conclusion, the findings of the current study contribute to work engagement, leader fairness and social exchange theory literature and provide important theoretical and practical implications for future research in the field of work engagement and leader fairness.

PurposeThe purpose of this paper is to investigate the direct impact of leader-member exchange (LMX) quality on cyberloafing as well as its indirect impact through psychological capital.Design/methodology/approachUsing a two-wave time-lagged design, data were collected from 417 full-time employees of 15 information technology service organizations in the Mumbai metropolis area of India.FindingsResults indicate that LMX quality is negatively related to cyberloafing and psychological capital partially mediates this association. Even though data were collected at two points in time, the self-reported nature of the data is a limitation.Practical implicationsResults of the study have practical implications. Designing interventions to help managers enhance the quality of their relationship with their followers will directly and indirectly reduce cyberloafing by enhancing psychological capital.Originality/valueThis study is among the first to examine the impact of LMX quality on cyberloafing. In addition, the reliance on psychological capital theory to predict cyberloafing is a novel contribution. This study explores why and when LMX quality inhibits workplace cyberloafing.

Leadership behavior and employee well-being: An integrated review and a future research agenda

In response to the call to integrate two separate streams of research, on the relations between daily job stressors and well-being, and on the relations between daily leader-member exchange (LMX) fluctuations and well-being, this study analyzed the mediating role of daily LMX quality in the daily relationship between workload and emotional strain. In addition, we examined whether insecure attachment orientations moderate the relationships between workload and LMX quality, and LMX quality and emotional strain at the day- and person-level. Employees (N = 339) completed daily surveys over ten working days. Results support an indirect effect of daily LMX quality on the daily workload-emotional strain relationship when attachment anxiety and avoidance are high. Attachment avoidance moderates the daily relationship between workload and LMX, such that a higher than usual daily workload worsens daily LMX quality for employees high in attachment avoidance. The person-level moderator effect for attachment anxiety implies that the LMX quality of employees with high attachment anxiety worsens, when workload is higher than the average sample workload. Attachment anxiety also moderates the daily relationship between LMX quality and negative emotions, such that employees high in attachment anxiety experience more negative emotions on workdays with lower LMX quality. In summary, we integrate and contribute to day-level research on LMX and well-being, by showing that LMX quality plays a decisive role in the stressor-strain process of insecurely attached employees. Our findings also add to day-level research on LMX and well-being by identifying two conditions that hinder daily LMX relationship quality: workload and attachment orientations.

Two field studies (N = 1240 and N = 22021) were conducted to investigate the impact of subordinates’ disability status, type of disability, and self-efficacy on leader-member exchange (LMX) relationships. In study 1, we focused on the interplay of subordinates’ disability status and personal resources (self-efficacy and individual performance) in predicting LMX quality. Contrary to further research, subordinates with disabilities formed no lower-quality LMX relationships with their supervisors in general and the interaction of disability status and personal resources (self-efficacy and individual performance) did not affect LMX quality. However, after analyzing subordinates' disability status, self-efficacy and performance in a three-way-interaction, we found a significant relationship with LMX quality. For employees with disabilities, the combination of high self-efficacy and low performance resulted in the lowest LMX quality, while low self-efficacy and low performance resulted in significantly higher LMX quality. For employees without disabilities, this pattern did not emerge. In study 2, we investigated the interplay of disability type, self-efficacy, and LMX quality. In line with our expectations, we found significant differences between disability types, indicating that employees that have both a physical and a psychological disability form significantly worse LMX relationships with their supervisors than employees without or with just one type of disability. Moreover, we found two significant moderations such that self-efficacy had a stronger impact on LMX quality when a subordinate had a psychological disability, or a combination of disabilities. Theoretical and practical implications of the results are discussed and directions for future research are presented.