Impact Of Leader-member Exchange Research Articles

The Impact of LMX and Job Stress on Service Quality of Police Personnel Through the Mediating Role of Job Satisfaction and Moderating Role of Social Support

The Impact of LMX and Job Stress on Service Quality of Police Personnel Through the Mediating Role of Job Satisfaction and Moderating Role of Social Support

The Impact of Leader-Member Exchange on General Self-Efficacy: Evidence from China

Extant research has witnessed an increasing interest in understanding antecedents and outcomes of General Self-Efficacy (GSE); however, academic studies have not yet explored the role of Leader-Member Exchange (LMX) in giving rise to GSE. By drawing on Social Comparative Theory, the current study aims to examine the impact of LMX on GSE. The current study used a cross-sectional research design with survey methodology. Data were collected from 114 students in three universities in the eastern region of China. The findings indicated that LMX did not predict GSE, β = - .12, t(112) = -1.26, p = .21. To conclude, the current study might be essential for building the basics for comprehending how LMX affects GSE among university students in the eastern region of China.

Impact of Leader-Member Exchange and Perceived Organizational Support on Job Embeddedness: The Moderating Role of Self-Efficacy

The perception of the relationship between leader-member exchange and good organizational support largely determines an employee’s desire to stay in their jobs. This study aims to examine the effect of leader-member exchange and perceived organizational support on job embeddedness, with self-efficacy as a moderating variable. The study was conducted in three Islamic banks in Indonesia, namely Bank Syariah Indonesia, Bank Madina Syariah, and Bank Muamalat. This research was quantitative, and the sample used comprised 302 respondents obtained through purposive sampling, with data collected using a questionnaire. The results of this study indicate that leader-member exchange and perceived organizational support positively influence job embeddedness in employees. Additionally, this study demonstrates the role of self-efficacy in moderating the relationship between perceived organizational support and job embeddedness. However, self-efficacy could not moderate the relationship between leader-member exchange and job embeddedness. Based on the results of the study, the leaders of Bank Syariah Indonesia, Bank Madina Syariah, and Bank Muamalat must pay attention to fostering good relations between leaders and employees, as well as ensuring positive support from the organization.

Faculty’ Turnover Intention in Vietnamese Public Universities: The Impact of Leader-Member Exchange, Psychological Safety, and Job Embeddedness

Faculty’ Turnover Intention in Vietnamese Public Universities: The Impact of Leader-Member Exchange, Psychological Safety, and Job Embeddedness

The Impact of Leader Member Exchange (LMX) Theory on Employee Turnover Intention: An empirical study of employees at the Ministry of Hajj and Umrah in Saudi Arabia

The purpose of this research paper is to investigate the impact of LMX on the turnover intention of employees. Research from both Western and Arabic contexts has shown that the quality of LMX relationships has a positive impact on turnover intentions i.e., the quality of LMX in an organization may encourage employees to stay longer with the current organization and reduce turnover intention. This research study used a quantitative methodology, distributing questionnaire surveys as the research tool to a sample of 297 participants. The participants were all employees at the Ministry of Hajj and Umrah in Saudi Arabia, or who worked for associated companies at the Hajj and Umrah information center. The quantitative survey data was then analyzed to find the relationship between levels of LMX and employee turnover intention in this context. The findings show that high quality LMX relationships were positively correlated with employee decisions to stay with the organization, and indicate that well-functioning LMX may play a part in reducing employee turnover intention at the Ministry of Hajj and Umrah and its connected organizations.

Relationships have value, the impact of Leader Member Exchange on Affective Commitment

This research contributes into further investigating the impact of Leader Member Exchange (LMX) upon work attitude (i.e. affective commitment). A Study of (N=177) employees from banking sector was conducted and it was found that the LMX has significant positive association with affective commitment (AC). These significant results have shown the importance of quality of Leader Member Exchange and its impact in attaining the positive organizational outcomes.

The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market

The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours—i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.

Impact of Leader-Member Exchange on Innovative Work Behavior of Information Technology Project Employees; Role of Employee Engagement and Self-Efficacy

Impact of Leader-Member Exchange on Innovative Work Behavior of Information Technology Project Employees; Role of Employee Engagement and Self-Efficacy

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.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

상사-부하 교환관계가 조직시민행동에 미치는 영향: 심리적 임파워먼트와 무형식 학습의 이중매개효과

상사-부하 교환관계가 조직시민행동에 미치는 영향: 심리적 임파워먼트와 무형식 학습의 이중매개효과

The Impact of Leader-Member Exchange and Promotion Focus on Innovative Work Behaviour: The Mediating Role of Work Engagement

The Impact of Leader-Member Exchange and Promotion Focus on Innovative Work Behaviour: The Mediating Role of Work Engagement

Analyzing the Impact of Leader Member Exchange on Employee Voice: The School Principal as a Leader and the Teacher as a Member.

The aim of the present study is to investigate the impact of leader member exchange on employee voice according to the views of the teachers. The sample of the study consisted of 713 teachers randomly selected at 40 public schools from kindergarten to high school from Ayas, Beypazari, Gudul and Sincan districts of Ankara province in Turkey. In order to collect the data for this study, Leader-Member Exchange Scale and Employee Voice Scale were administered. All scales were adapted to the school context by translation and back translation method. The construct validity and reliability of the scales were examined through EFA, CFA, Cronbach Alfa, CR, AVE values. In the first step of the data analysis process; arithmetic means, standard deviations, skewness and kurtosis values were calculated. Relations between the variables were measured by the Pearson product-moment correlation coefficient (PPMCC) and regression analysis. The results of study indicate that there was a positive and significant relationship between leader member exchange and employee voice. On the other hand, leader member exchange is a significant predictor for employee voice. The findings of the study exhibit the level of teachers’ leader member exchange is moderate degree and the level of teachers' employee voice is high degree. Article visualizations:

The impact of leader‒member exchange on follower performance in light of the larger social network

Relationships with leaders do not happen in isolation from the relationships one has with one’s peers. Therefore, we examine the influence of leader‒member exchange on follower job performance in light of the larger social networks in which followers are embedded. Testing multilevel models with data that were gathered using questionnaires from a sample of 240 nurses and 20 supervisors working at four Dutch hospitals revealed that a positive relationship exists between leader‒member exchange and follower job performance when follower workflow network centrality and/or follower friendship network centrality are high but not when they are both low. The results of this study show how the different follower relationships with the supervisor and colleagues intertwine in explaining follower job performance and suggest that the larger network in which followers are embedded within their work teams is important for explaining variations in the results regarding the relationship between leader‒member exchange and follower job performance. Our study indicates that leaders should have an eye for the network position of their followers when developing high quality leader‒member exchange relationships. For followers, a good relationship with their leader is important, but its value depends on their relationships with colleagues.

The Impact of Leader-Member Exchange (LMX) Quality on Subordinates’ Innovative Behavior and Performance

본 연구는 사회적 교환 이론(social exchange theory)과 리더-구성원 교환관계 이론 (leader-member exchange theory)을 바탕으로 리더-구성원 교환관계(LMX)의 질이 조직 구성원의 업무 성과에 어떤 영향을 미치는지 살펴보고자 한다. 구체적으로, (1) 리더-구성원 교환관계(LMX)의 질이 구성원의 혁신행동과 역할 내 성과 및 역할 외 성과에 어떤 영향을 미치는지, (2) 구성원의 혁신행동은 개인의 역할 내 성과와 역할 외 성과에 어떤 영향을 미치는지, (3) 마지막으로 리더-구성원 교환관계(LMX)의 질과 구성원의 역할 내 성과와 역할 외 성과의 사이에서 혁신행동의 매개효과를 파악하는데 목적을 두고 있다. 가설 검증을 위해, 193쌍의 상사-부하직원 설문을 수집하여 구조방정식을 활용하여 분석하였다. 분석 결과, 리더-구성원 교환관계(LMX)의 질은 구성원의 혁신행동과 역할 내 성과 및 역할 외 성과에 정(+)의 영향을 미치는 것으로 나타났다. 또한, 구성원의 혁신행동은 구성원의 역할 내 성과와 역할 외 성과에 모두 정(+)의 영향을 미치는 것으로 나타났다. 구성원의 혁신행동은 리더-구성원 교환관계(LMX)의 질과 구성원의 성과 사이에 유의미한 매개 역할을 하는 것으로 나타났다. 본 연구는 리더-구성원 교환관계(LMX)의 질과 구성원의 성과와의 관계를 파악하는데 있어 구성원의 혁신행동의 매개효과를 검증함으로써 선행연구 결과를 확장하였다. 또한 LMX에 의해 향상된 구성원의 혁신행동이 개인의 역할 내 성과와 역할 외 성과에 모두 유의미한 영향을 미치는 것을 볼 때, 몇 가지 중요한 실무적인 제안점(LMX를 통한 조직의 혁신적 풍토 조성 방법: 리더-부하직원의 열린 커뮤니케이션, 구성원의 개별적 요구 파악, 정보 접근 권한 등 업무 자원 제공 등)을 가질 수 있다.Drawing on social exchange theory and leader-member exchange (LMX) theory, this study seeks to examine the positive influences of the quality of the supervisor–subordinate relationship (i.e., LMX) on subordinates’ innovative behavior and in-role and extra-role job performance and the mediator role of innovative behaviors on the relationships of LMX with in-role and extra-role job performance. Data collected from 193 supervisor–subordinate dyads in Korean large companies across various industries indicated that (a) the quality of LMX positively affects subordinates’ innovative behaviors, in-role job performance, and extra-role job performance; (b) subordinates’ innovative behavior also positively affects subordinates’ in-role and extra-role job performance; and (c) subordinates’ innovative behaviors mediate the influence of LMX on subordinates’ in-role and extra-role job performance. The findings of this study highlight the importance of developing a high-quality LMX relationship for performance improvement and innovation for employees. Moreover, given the fact that innovative behaviors were found to be a significant mediator between LMX and performance, it is important for leaders to provide supportive resources (e.g., open communication, access to information, and consideration of the unique needs of employees) that encourage innovative behaviors.

The impact of leader-member exchange on knowledge sharing and performance

PurposeThe purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance.Design/methodology/approachTo reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model.FindingsThe results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance.Originality/valueAn integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.

Impact of leader member exchange, human resource management practices and psychological empowerment on extra role performances

Purpose– The purpose of this paper is to seek to examine the mediating role of organizational commitment (OC) in the relationship that extra role performance (EXR) shares with leader member exchange (LMX), psychological empowerment (PE) and human resource management practices (HRMP) in a large, public-sector service organization in India.Design/methodology/approach– Structural equation modeling and confirmatory factor analysis was conducted to evaluate the hypothesized model. Reliability and validity of measures were also examined.Findings– Statistical analysis indicated that each of the following - LMX, PE and HRMP had a positive impact on OC, and OC influenced EXR. Further LMX influence EXR through OC while HRMP and PE partially influence EXR.Practical implications– In an Indian context, this study offers a deeper understanding of the factors influencing OC, and how OC affects EXR. This understanding will help practitioners formulate effective human resource policies and restructure their training programs to increase commitment levels and enhance performance of their employees.Originality/value– This paper considers a sample in a large, public-sector service organization in India which has not been attempted earlier; previous studies have focussed more on Western contexts. Further, findings of this research corroborate the findings of previous studies that established a positive relation between OC and EXR, and found that LMX, PE and HRMP positively influenced OC.

The Link Between Leader-Member Exchange, Organizational Citizenship Behavior and Job Satisfaction: A Case Study on Local Government

Being the lowest level of government after Federal and State governments, local governments are considered as the managers of urban environment due to their multifarious services functions which drives the economic growth and social development of a particular district. The heterogeneous services provided are constantly being reviewed and appraised by the public where statistics from Public Complaint Bureau showed worrying numbers with high number of complaints being recorded for four consecutive years ending 2012. Hence, the goal of this study is to analyse the impact of leader-member exchange (LMX) and organizational citizenship behaviour (OCB) on job satisfaction using 212 respondents from local governments’ employees in east coast Malaysia. The findings showed that LMX and OCB were predictors towards job satisfaction with LMX being the strongest predictor compared to OCB. Mean differences on job satisfaction, LMX and OCB according to selected demographic variables revealed significant mean differences were noted in service group for LMX and dyadic tenure for OCB. Based on these findings, nurturing quality relationship and promoting the occurrence of OCB among local government employees are warranted as empirical evidence proved that they are important ingredients in provoking employees’ job satisfaction.

The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation

Purpose– The purpose of this paper is to analyze the effects of leadership on work-family spillovers. Specifically, we analyze the relationships between leadership (leader-member exchange (LMX) with one negative work-family spillover effect (work-family interference) and one positive work-family spillover effect (work-family facilitation). The authors hypothesize that LMX influences work-family spillover via different mediators, rather than one all-encompassing mediator, such as empowerment.Design/methodology/approach– The authors hypothesize that a good relationship with your supervisor (high LMX) diminishes work pressure, which in turn reduces work-family interference. Furthermore, the authors expect that a good relationship with your supervisor positively relates to the meaningfulness of work, as you could get more interesting work and more understanding of your role within the organization. In turn, this will increase work-family facilitation. These hypotheses are tested using a nation-wide survey among Dutch healthcare professionals.Findings– Findings of structural equation modeling (SEM) indeed indicate that high-quality LMX is negatively related to work-family interference, and that this is mediated by work pressure (53 percent explained variance). Furthermore, the authors found that a good relationship with your supervisor is positively related to meaningfulness of work, which in turn positively correlates to work-family facilitation (16 percent explained variance).Originality/value– The added value of the paper lies in introducing two mediators – work pressure and meaningful work – which worked adequately both theoretically and empirically, instead of the sometimes problematic mediators empowerment and stress; a focus on healthcare professionals; and using sophisticated techniques to test the model (SEM with bootstrapping).

The Impact of Leader-Member Exchange on Follower Outcomes in Light of the Larger Social Network

Leader-member exchange (LMX) theory is based on social exchange theory and explains the association between leadership processes and outcomes. However, prior research found inconsistent results with regard to the relationship between LMX and individual level outcomes and, therefore, we respond to several calls in recent literature to consider the importance of context in leadership research by examining LMX and its outcomes in light of the larger social networks in which followers are embedded. Testing hierarchical linear regression models with cross-sectional data that were gathered with questionnaires from a sample of 245 nurses and 20 supervisors working at four Dutch hospitals revealed that informal-network centrality moderates the relationship between LMX and performance and LMX and affective organizational commitment. Furthermore, workflow-network centrality moderated the relationship between LMX and job satisfaction. The results of this study suggest that the larger network in which followers are e...