Effects Of Leader-member Exchange Research Articles

Bagaimana Kelelahan Emosional Mempengaruhi Komitmen Serta Dampaknya Terhadap Kinerja Pegawai Kesehatan di Masa Pasca Pandemi Covid-19

Health workers are one of the human resources who have been heavily affected by the post-COVID-19 pandemic. In addition to physical health, emotional fatigue is also obtained by health workers. This study aims to examine the effect of leader member exchange, emotional exhaustion and the mediating role of organizational commitment on the performance of health workers. The sample selection technique used random sampling and obtained a sample of 59 respondents from health workers at Alahan Panjang Public Health Center, Solok. The data analysis technique used Structure Equation Model (SEM) - Partial Least Square (PLS). From the results of the study it can be concluded that LMX has no significant effect on emotional exhaustion, but LMX has a significant effect on organizational commitment. Emotional exhaustion has a significant effect on organizational commitment and emotional exhaustion also has a significant effect on employee performance and organizational commitment has a significant effect on performance. The mediating role of organizational commitment between emotional exhaustion and performance has a negative and insignificant effect.

The mediating role of organizational identification in the effect of leader-member exchange on performance

Purpose- It is known that research assistants are in constant interaction with their advisors on various issues related to their thesis processes and other academic studies as well as their administrative work during their academic development. The literature has some studies on the factors that increase the performance of research assistants in these processes, as well as on the factors that adversely affect their performance. At this point, the quality of the research assistants' relationships with their advisors and their level of identification with the university they work for can affect their academic and administrative performances. Accordingly, the study aims to investigate the mediating role of organizational identification in the effect of the quality of the relationship between research assistants and their advisors on their performance. Methodology- Research data were collected from research assistants working for public universities in Turkey. With 201 completed questionnaires, the model with mediation analysis was tested by the researchers, based on the partial least squares structural equation modeling (PLS-SEM) through SmartPLS 4 software. Also, descriptive data were analyzed by SPSS 25 software. Findings- The results of the research reveal that LMX influences research assistants’ job performance via their advisors. In addition, organizational identification has a partial mediating role in the effect of research assistants' relationship with their advisors on their job performance. Conclusions- It is considered that research assistants' quality relations with their advisors, as well as identification with the universities they work for, can be significantly beneficial to their job performance. The study is expected to contribute performance determinants of research assistants. Future studies can be carried out on mediation effects by adding different variables to the model. Keywords: Leader-member exchange, organizational identification, job performance, research assistants, PLS-SEM. JEL Codes: C12, D23, M10

Leader Member Exchange and Employee Voice Behaviour : The Mediating Role of Employee Engagement

This study aims to determine the effect of leader member exchange on employee voice behavior with employee engagement as a mediator. The population in this study were employees of PT Supraco Mitra Energie, Hiliran Gumanti District, Solok Regency. The sample used is 50 employees. Data collection is done through distributing questionnaires and data processing is done through smart PLS3. The results of this study indicate that the leader member exchange has a positive and significant effect on employee voice behavior, leader member exchange has a positive and significant effect on employee engagement, employee engagement has a positive and significant effect on employee voice behavior and the exchange of leaders and members has a positive and significant effect on behavior. employee voice with employee engagement as a mediating variable.

Influence of Leader Member Exchange and Islamic Work Ethic on Employee Performance With Organizational Citizenship Behavior as Intervening Variable

This study aims to determine the effect of Leader Member Exchange and Islamic work ethic on employee performance with organizational citizenship behavior as an intervening variable in Mbok Surip Bone Soft Chicken. This research is a type of quantitative research with hypothesis testing. The sample in this study was 100 employees on all employees of Mbok Surip Bone Soft Chicken. The analytical tool used in this research is path analysis technique with the help of SmartPLS software version 3.0 for windows. This study uses primary data and secondary data, primary data obtained from a questionnaire whose measurement uses a Likert scale which was tested for validity and reliability, while secondary data was obtained from company documents. The results of this study prove that (1) There is a positive and significant relationship between Leader Member Exchange and Employee Performance. (2) There is a positive and significant relationship between Islamic Work Ethic and Employee Performance (3) Leader Member Exchange has a positive and significant effect on Organizational Citizenship Behavior (4) Islamic Work Ethic has a positive and significant effect on Organizational Citizenship Behavior, (5) There is a positive and significant relationship between Employee Performance and Organizational Citizenship Behavior, (6) Leader Member Exchange has a positive and significant relationship on employee performance with organizational citizenship behavior as an intervening variable, (7) Organizational Citizenship Behavior cannot mediate Islamic Work Ethic and Employee Performance.

The Role of Local Culture on The Effect of Leader Member Exchange on Employee Performance at Village Offices in Abiansemal District

Public administration currently refers to the professionalism of the performance of government officials in public services One of the agencies formed by the local government is the Village Office. The purpose of this study was to analyze the role of local culture in the relationship of leader member exchange to the performance of employees at the Village Office in Abiansemal District. The research is causal in nature to provide an explanation and understanding of the relationship between the leader member exchange variable, local culture and employee performance variables. The research population was all employees of the Village Office in Abiansemal District, totaling 269 employees. Questionnaires that have been tested for validity and reliability were given to 73 respondents. Methods of data collection by observation, interviews, documentation, literature and questionnaires. The method of determining the sample with a saturated sample and the method of analysis using descriptive analysis and inferential analysis with Partial Least Square (PLS) analysis. The results show that the leader member exchange variable has an effectsignificanton employee performance, local culture has an effect positive and significant on employee performance.Local culture is not able to moderate the influenceleader member exchangeon employee performance but tends to be a predictor variable because it has positive but not significant results.

The Role of Job Satisfaction Mediate the Effect of Leader Member Exchange on Employee Performance at PT BPR Luhur Damai Tabanan

Today's business world requires a qualified workforce to produce quality company performance to win the rivalry, besides that it needs to be supported by quality human resources. Human resources are the main assets that must be managed by the company to maximize its performance. The company feels the need to improve the performance of its employees by paying attention to several things, including leader-member exchange and job satisfaction. The purpose of this study was to analyze the role of job satisfaction in mediating the influence of leader-member exchange on employee performance at PT BPR Luhur Damai in Tabanan. The study was conducted on all employees working at PT BPR Luhur Damai, with a total of 52 respondents. Methods of collecting data were surveys and interviews. This study uses path analysis. The results show that the leader-member exchange has a positive and significant effect on employee performance, the leader-member exchange has a positive and significant effect on job satisfaction, job satisfaction has a positive and significant effect on employee performance, job satisfaction mediates the influence of leader-member exchange on employee performance at PT BPR Luhur Damai in Tabanan.

Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness

While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict experienced by the follower, and (c) Leader-Member Exchange (LMX) needs to be theoretically extended to the triadic level to capture the influence of dual leadership. Specifically, followers’ role conflict and leadership effectiveness perceptions are driven not only by how they perceive their LMX relationships with both leaders, but also how they perceive the relationship quality between their leaders (dual leadership exchange, DLX). As such, even though higher LMX is still better than lower LMX, having a similar exchange relationship with both leaders reduces employees’ role conflict and, by extension, heightens dual leadership effectiveness. Additionally, we reason that when employees lack a good relationship with one of the leaders, higher DLX can act as a substitute. We find support for our hypotheses by applying polynomial regression analyses to a dataset of 111 managers from a matrix organization who report to both a regional and business unit leader.

The Mediating Role of Job Satisfaction in the Effect of Leader-Member Exchange on Burnout: A Study on Physical Education Teachers

This research was carried out to examine the mediating role of job satisfaction in the effect of physical education teachers' leader-member exchange on burnout. Liden and Maslyn's (1998a) leader-member exchange, Chang and Chang's (2007) job satisfaction, and Maslach and Jackson's (1981)Maslach burnout scale were used as data collection tools to determine the level of leader-member exchange. The study group of the research consists of a total of 155 physical education teachers, who work in the Malatya and Hatay provinces of Turkey. The study group was selected with the convenience sampling method, one of the non-random sampling methods. A questionnaire was applied to the teachers participating in the research via electronic communication tools. Data from participants were analyzed using SPSS Amos 20.0. In the research, descriptive statistics, correlation and boostrap regression analysis were performed. As a result of this study, it was found that job satisfaction played a mediating role in the effect of leader-member exchange on physical education teachers' burnout levels. It can be stated that increasing physical education teachers' leader-member exchange and improving their relationships with their superiors can be effective in increasing job satisfaction and reducing burnout.

THE EFFECT OF LEADER MEMBER EXCHANGE (LMX) AND TEAM MEMBER EXCHANGE (TMX) ON EMPLOYEE PERFORMANCE THROUGH AFFECTIVE COMMITMENT AT PT PERKEBUNAN NUSANTARA X

This research aims to determine the effect of Leader Member Exchange (LMX) and Team Member Exchange (TMX) on employee performance through Affective Commitment. The population in this study were all employees of PT Perkebunan Nusantara X. The analytical tool used was Path Analysis by collecting basic data through questionnaires. From the results of the analysis, it can be concluded that LMX and TMX has a significant effect on positive affective commitment, while LMX has no significant positive effect on employee performance, TMX has a significant effect on employee performance, and affective commitment has a significant effect on employee performance. Therefore, affective commitment is a good intervening variable, especially on the effect of LMX and TMX toward employee performance.
 
 Keywords: Leader Member Exchange, Team Member Exchange, Human Resources Management

Leader Member Exchange (LMX) on Turnover Intention with Job Satisfaction as a Mediating Variable

The purpose of this study was to examine: (1) The effect of leader member exchange on turnover intention. (2) The effect of leader member exchange on job satisfaction. (3) The effect of job satisfaction on turnover intention. (4) The effect of leader member exchange on turnover intention through job satisfaction. The population in this study were all RST contract nurses. DR. Reksodiwiryo Padang totaling 152 people using proportional cluster random sampling. The analytical technique used is SEM analysis using smart PLS3. The results of this study indicate that: (1) leader member exchange has a negative and significant effect on turnover intention. (2) leader member exchange has a positive and significant effect on job satisfaction. (3) job satisfaction has a negative and significant effect on turnover intention. (4) Leader member exchange has a significant effect on turnover intention with job satisfaction as a mediating variable.

The interactive effect of Islamic work ethics and leader-member exchange on workplace deviance behaviour and adaptive performance

PurposeDrawing upon conservation of theory, this study aims to extend the scant literature on the effect of leader-member exchange (LMX) on workplace deviance behaviour (WDB) and adaptive performance by investigating the role of Islamic work ethics as moderators.Design/methodology/approachA time-lagged and multi-source data of (269 paired responses) of employees working in Islamic banks were used for hypotheses testing.FindingsTaken together, the findings revealed that Leader Member Exchange (LMX) has a positive and significant impact on adaptive performance and is negatively related to employees’ WDB. The results of the moderation effect showed the positive relationship of LMX with adaptive performance and the negative relationship with WDB is stronger for high Islamic work ethics (IWE).Practical implicationsThis study provides practical insight that Islamic business ethics plays a significant role in fostering adaptive performance and reducing the deviance behaviour of employees.Originality/valueTo the best of the authors’ knowledge, this is the first study that examined the moderating role of IWE between LMX-adaptive performance and LMX-WDB. This study has also filled the gap of scant literature about the impact of LMX on adaptive performance and WDB.

THE EFFECT OF LEADER-MEMBER EXCHANGE ON EMPLOYEES' HAPPINESS: A RESEARCH ON WHITE COLLAR EMPLOYEES

The effect of Leader-Member Exchange (LMX) on the happiness levels of white-collar employees and its relationship with demographic factors were investigated in this study. It is important to investigate the factors that directly affect a factor such as the feeling of happiness, which has been determined in many studies to be a source of productivity and motivation for employees. Unlike the similar ones, in this study, the result was reached by measuring the general level of happiness felt in all areas of life, not well being at work. The research was carried out on the white collar employees of the furniture manufacturer enterprises operating in Inegöl District. Data were collected from 389 employees through two scales. The first scale measures the interaction of employees with unit managers while the second one is designed to measure the happiness levels of employees. Normality, reliability and validity analyses of the scales were performed and then, it was tested whether the happiness and LMX levels of the employees have significant difference according to demographic factors trough the data collected. The result revealed that only LMX level have a significant difference in relation to the age of employees. Finally, the main hypothesis of our study was tested and showed that the relationship between LMX level and the happiness level of the employees is positive and significant.

Effects of Leader-Member Exchange, Organizational Identification and Leadership Communication on Unethical Pro-Organizational Behavior: A Study on Bank Employees in Turkey

Unethical behavior of employees threatens business development and sustainability by damaging the image and reputation of companies. Unethical pro-organizational behavior (UPB) must also be considered in this context, and its antecedents should be analyzed. This study aims to advance what is known about how leader-member exchange (LMX) and organizational identification affect employees’ intentions to perform UPB, by incorporating the effect of leadership communication. Within this context, the mediating role of organizational identification and the moderating role of leader’s message framing (gain or loss) are examined. The research sample consists of 306 employees working for state and private banks operating in Turkey. Participants were divided into two groups and message framing was manipulated with a hypothetical story using vignettes. Research hypotheses were tested by structural equation modeling (SEM) and multi-group analysis. Results confirmed positive effects of LMX and organizational identification on UPB. Organizational identification also mediated the effect of LMX on UPB. Moreover, leader’s communication style moderated the effects of LMX and organizational identification on UPB. When leaders used loss framing instead of gain framing, the effect of LMX on UPB was augmented whilst the effect of organizational identification diminished. Our study contributes to the literature by documenting how a leader’s communication style can trigger a shift towards UPB among highly identified employees. Research and managerial implications of the findings are discussed.

The Effect of Leader-Member Exchange on Voice

The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.

The Role of Communication Satisfaction in the Relationship between Leader-Member Exchange and Teachers’ Affective Commitment

In this research, the effect of leader-member exchange (LMX) on teachers’ affective commitment is examined using communication satisfaction as an intervening variable. Using a quantitative research method, data was collected with a cross-sectional survey. A regression analysis indicates that LMX has a significant effect on affective commitment of teachers in the five vocational colleges examined in the Eastern Cape Province, South Africa. Further analysis showed that communication satisfaction (relational and informational communication satisfaction) partially mediated the influence of LMX (represented in this study as programme managers) on teachers’ affective commitment. The findings are consistent with previous studies about the influence of workplace relationships on teachers’ behaviors, especially supervisor-subordinate relationships. The implications of these findings are explained.

Impact of interactional context on relationship between ethical leadership and unethical behaviors: a serial mediation model

PurposeBehavioral effects of contextual factors that organizations subject to daily life and social dynamics of ongoing organizational life are conveyed to interactional context. It is considered as a form of coorientation blending organizational and individual ethics in relational form. This study aims to examine well-known effects of ethical leadership on unethical behaviors in interactional context. Sequentially related mediator effects of leader member exchange and symmetrical communication in this relationship are empirically explored.Design/methodology/approachSurvey is applied to 494 personnel from 29 large companies. Obtained survey data is analyzed by confirmatory factory analysis, and hypotheses are tested for serial mediation by structural equation modelling with bootstrapping procedure.FindingsStudy proves the impact of interactional context on organizational constructs. It is demonstrated that individual behaviors are influenced by interactional, dynamical, contextual and social factors. Study finds that leadership effect can be empowered by socialization processes. Quality of social relationships and social interactions; socializing impact of symmetrical communication can foster ethical management. Interactional context can facilitate organizations’ adaptation to changing conditions.Originality/valueA human is a relational being. They cannot act in vacuum, rather, act in ongoing context of relationships. Taking account of relational aspect of individual–organizational interaction, this study contributes to literature by proposing a definition of interactional context and by exploring the impact of interactional context on organizational behaviors. Also, the impact of ethical leadership on unethical behaviors is empirically explored in relational dimension which seems to be neglected by ethics literature.

Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators

PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

Effect of leader-member exchange on construction worker safety behavior: Safety climate and psychological capital as the mediators

There are ubiquitous binary leader-member exchanges between construction workers and their supervisors. Leader-member exchange (LMX) has been regarded as an antecedent variable of work performance. However, few studies empirically examined the influence pathways of LMX on worker safety behavior, especially in the context of construction industry, thereby reducing its potential to improve construction safety. This study explored the relationship between LMX and construction worker safety behavior (CWSB), while the mediating roles of safety climate (SC) and psychological capital (PC) for the LMX-CWSB relationship and the mediating role of SC for the LMX-PC relationship were also tested. Data were collected from 536 construction workers in China through field survey. The hypothesized model was examined with the structural equation modeling (SEM) techniques. Results show that: (a) LMX directly impacted SC and PC, and indirectly affected CWSB through SC and PC, demonstrating LMX’s cascading role on CWSB; (b) SC directly impacted PC and CWSB, and mediated the LMX-PC and LMX-CWSB relationships; and (c) PC positively associated with safety participation behavior (SPB), and mediated the LMX-SPB and SC-SPB relationships. These findings illustrate the complexity of LMX-safety interrelationship and the necessity of initiating both organizational and individual safety interventions simultaneously. This study sheds lights on safety performance research based on the cross-level model. Systematic intervention measures such as cultivating supervisor-worker exchanges and positive safety climate, and enhancing construction workers’ psychological capital are suggested to upgrade construction safety performance.

İş Becerikliliği, Duygusal Bağlılık ve Örgüt Temelli Öz Saygının Lider-Üye Etkileşimi Kapsamında İncelenmesi (The Investigation Of Job Crafting, Affective Commitment, Organizational Self-Esteem In The Scope Of Leader-Member Exchange)

Purpose – The main purpose of this study is to reveal whether there is a relationship between leadership and employees' job crafting and affective commitment, and also to determine whether organization-based self-esteem has a mediator role between leadership perception and these variables. Design/methodology/approach – Data collected by survey method from a total of 205 employees of a municipality in Tokat province were subjected to path analysis with Structural Equation Modeling (SEM). Findings – The results of the analysis are based on job crafting of leader-member exchange, organizational self-esteem and affective commitment. It also reveals that organizational self-esteem positively affects affective commitment and job crafting. The original result of the study reveals that organizational self-esteem plays a full mediating role in the effect of leader-member exchange on job crafting and a partial mediating role in its effect on affective commitment. Discussion – In the light of these results, it can be suggested to exhibit practices that increase organizational self-esteem for a more effective leadership, to make the employee feel competent and fulfilled, and also to take various actions in order to have self-confidence and belief. Some methods that can be offered to managers in this context; Supporting the employee with positive feedback, taking into account the factors that strengthen the employee's self - esteem in job design, opening autonomous areas where the employee can personalize success in his / her job, or facilitating the employee to achieve personal success by working in coordination with successful people and opening the way to increase self -esteem through new successes.

The Effect of Leader-Member Exchange on Task Performance: Evidence from Knowledge Workers in China

The Effect of Leader-Member Exchange on Task Performance: Evidence from Knowledge Workers in China