Levels Of Leader-member Exchange Research Articles

Influence of human resource system strength on collective affective commitment: a contingent approach

This research focuses on the HR strategy implementation process, and in particular on the concept of HR system strength. In this paper we analyze the impact of HR system strength on collective affective commitment and examine this relationship from a contingent perspective, taking into account the moderating effect of leader-member exchange (LMX) and organizational size. The statistical analysis of data obtained from a sample of 142 Spanish companies and 504 key employees indicates that, when the effect of HR practices on collective affective commitment is controlled for, the strength of the HR system also has a positive and significant effect on this affective commitment. Moreover, we conclude that this relationship is not the same for all companies, but depends on the level of LMX in the organization. That is, depending on the overall relationship between leaders and subordinates in the organization, the effect of HR system strength on workforce affective commitment will vary. In particular, when the relationships between leaders and followers are good, the effect of HR system strength on affective commitment is lower.

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.

Effect of role overload on missed nursing care in China: The role of work addiction and leader-member exchange.

The aim was to examine the effect of role overload, work addiction and leader-member exchange on missed nursing care. A cross-sectional study. Chinese registered nurses from five Sichuan province public hospitals were studied from March 2022-May 2022. The measurements were derived from a questionnaire on role overload, work addiction, missed nursing care, leader-member exchange and a sociodemographic datasheet. Descriptive statistics and inferential statistics were conducted (N=403). Role overload was associated with missed nursing care, and work addiction played a mediation role. Leader-member exchange negatively predicted work addiction and played a moderating role between role overload and work addiction. The effect of role overload on work addiction was attenuated when the level of leader-member exchange was higher. Promoting leader-member exchange could mitigate how role overload undermines missed nursing care.

The double-edged sword of job insecurity: When and why job insecurity promotes versus inhibits supervisor-rated performance

Research findings on the effects of job insecurity on performance are mixed. Some studies show a negative relationship between job insecurity and performance; while others indicate a positive association, a curvilinear or a null relationship. We suggest that the relation between employees' subjective job insecurity and supervisor-rated performance is more complex than previously assumed. Based on stress appraisal theory, this study investigates when and why job insecurity is associated with supervisor-rated performance via two different pathways. Specifically, we propose that these two mechanisms (i.e., impression management and workplace deviance) are contingent on the dyadic leader-member exchange (LMX) between the subordinate and his/her supervisor. In a three-wave survey using data collected from 314 subordinates and their 69 supervisors in China, we found the paradoxical relations between job insecurity and supervisor-rated performance at different levels of LMX. Specifically, on the one hand, job insecurity was positively related to supervisor-rated performance via impression management when LMX was high; on the other hand, job insecurity was negatively related to supervisor-rated performance via workplace deviance when LMX was low. Finally, the theoretical and managerial implications are discussed.

The effect of abusive supervision on employee silence with the mediation role of emotional exhaustion and moderate leader-member exchange

Employee silence is a phenomenon in the workplace where an employee withholds all ideas and information, triggered by emotional exhaustion resulting from negative affectivity, such as abusive supervision in the workplace. The leader-member exchange level also affects employees' intensity when holding back all ideas and information they have at work. This study aims to determine the effect of abusive supervision on employee silence, mediated by emotional exhaustion and the moderating effect of leader-member exchange. The variables used in this study are abusive supervision, employee silence, emotional exhaustion, and leader-member exchange. This study used quantitative methods and questionnaires as data collection tools and analysed it using PLS. One hundred PT. XYZ’s employees participated in this study as the respondent. This study shows that abusive supervision significantly affects employee silence and emotional exhaustion. Emotional exhaustion partially mediates the impact of abusive supervision on employee silence, and leader-member exchange does not moderate the effect of abusive supervision on emotional exhaustion. The novelty of study leverages employee emotional exhaustion instead of organizational politics to mediate the relationship between abusive supervision and employee silence.

Does my leader care about my subgroup? A multilevel model of team faultlines, LMX quality, and employee absenteeism

ABSTRACT This article investigates the impact of demographic team faultlines on employee absenteeism by considering the level of leader-member exchange (LMX) that supervisors develop with members from different subgroups in a team. We integrate faultline research with the literature on LMX differentiation to build an integrative multilevel model to explain individual absenteeism behaviour. Drawing from social categorization and social comparison theory, we propose that members of subgroups that receive less favourable LMX treatment than their outgroup are particularly likely to increase their absenteeism behaviour due to faultline-induced social categorization. Our predictions receive empirical support in a study with 164 employees from a German electrical engineering company. We discuss implications for the faultline and LMX literature and executives who lead diverse teams.

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.

Does my Leader Care about my Subgroup? Team Faultlines and Subgroup-based LMX Differentiation

This article investigates the impact of age-gender faultlines in work teams on absenteeism by considering the level of leader-member exchange (LMX) that supervisors develop with the different subgroups in a team. We integrate faultline research with the literature on LMX differentiation to build an integrative multilevel model to explain absenteeism behavior in subgroups. Drawing from social categorization and social comparison theory, we propose that subgroups receiving less favorable LMX treatment than their outgroup increase their absenteeism behavior due to faultline-induced social categorization. In contrast, subgroups receiving more favorable LMX treatment compared to the outgroup reduce their absenteeism behavior. Our predictions receive empirical support using a sample of 32 subgroups of a German electrical engineering company. We discuss implications for the faultline and LMX literature and executives who have to lead in diverse team settings.

Does Machiavellian leadership of HODs hinder university teachers’ creativity? A moderated mediation model

Machiavellian leadership, an emerging form of toxic leadership, has been noticed to have serious negative effects on organizations. Thus, expanding the literature on dark styles of leadership, this study specifically examines the mechanism via which Machiavellian leadership of departmental heads (HODs) may hinder university teachers’ creativity by considering the mediating effect of teachers’ enterprising tendency. Furthermore, the study considers leader-member exchange (LMX) as a moderator that buffers the dysfunctional effects of Machiavellian leadership. A dual-source data was collected from 303 teachers and 32 HODs of two leading universities in Islamabad. Findings from statistical analyses confirm that the Machiavellian leadership–creativity relationship is mediated by teachers enterprising tendency. Also, the Machiavellian leadership and enterprising tendency relationship is moderated by LMX, such that the relationship is more evident under higher levels of LMX. In total, this study’s findings expand the understanding regarding why, when and how Machiavellian leadership may hinder employees’ creativity.

Work-family conflict among female nurses in the healthcare sector

The research drew on gender role ideology, conservation of resources and social identity theory to explore the relationships between work-family conflict, emotional intelligence, leader-member exchange, employee engagement and job performance. Data were collected using self-report questionnaires from 169 female nurses working in three major hospitals in Sri Lanka. The study found that work-family conflict was negatively related to employee engagement and job performance. However, the negative relationship between work-family conflict and job performance turned out to be positive at a higher level of emotional intelligence. The study further found that the negative relationship between work-family conflict and employee engagement was weaker for those reporting a higher level of leader-member exchange. The study contributes to the extant literature by unearthing theoretical relationships in the healthcare sector. The implications of the study, limitations and directions for future research are also discussed.

Balancing organizational justice and leader–member exchange to engage workforce

PurposeThe purpose of this paper is, first, to examine the role of two key organizational determinants of work engagement among employees operating in human service organizations – organizational justice and leader–member exchange (LMX) – in nonprofit organizations – i.e. social cooperatives in Italy – and, second, whether any interaction effect exists between these two variables, more specifically if LMX plays a moderating role in the relationship between organizational justice perception and employees’ engagement.Design/methodology/approachThe analysis was developed through the administration of a questionnaire to 290 employees operating in ten nonprofit human service organizations in Italy.FindingsThe results support the hypothesis of a positive relation between both distributive and procedural justice and work engagement. In addition, the aforesaid relation was moreover found to be stronger among employees experiencing high levels of LMX than those reporting little LMX.Research limitations/implicationsDespite some limitations, the paper has both theoretical and managerial implications.Originality/valueThis paper contributes to the research on the important role of organizational justice in enhancing employees’ work engagement and the pivotal interacting role of the leader in boosting this relationship.

Analysis of Relationships between Coaches' Organizational Justice and Leader-Member Exchange by Structural Equation Modeling

In this study, it was aimed to determine to what extent coaches’ organizational justice levels were explained by a leader-member exchange. This study was conducted by using correlational survey model and its sub-purposes were to determine the coaches’ organizational justice levels and to examine the differences in organizational justice levels according to their demographics. 230 coaches participated in the study. As a result of the study, it was determined that the organizational justice level of the coaches is generally moderate. It was found that coaches’ organizational justice levels did not differ significantly among their genders, age, and marital status; on the other hand, those levels differed significantly among their seniority and ranks. As a result of the structural equation modeling, it was found that the coaches’ leader-member exchange level was a positive and significant predictor (R2 = 0.53) of their organizational justice level.

Exploring the Effect of Leader Member Exchange (LMX) Level on Employees Psychological Contract Perceptions

Leader member exchange (LMX) theory emphasizes that leaders establish different associations with each one of their followers through a system of exchanges and a psychological contract is an employees beliefs regarding the mutual obligations between the employee and an employer. Within this study the impact of subordinates’ leader member exchange level on perceived psychological contract violation has been identified at first and it has been found that subordinates’ leader member exchange level negatively effect on perceived psychological contract violation. Also it is seen when the demographic variables are taken into account that there are significant relations between education level, type of employment and age categories.

The influence of newcomers’ proactive personality on their psychological contract

This study investigates the influence of newcomers’ personality on their psychological contract. Especially, we focused on the proactive personality of the newcomers who have worked less than one-year in the current organization. We hypothesized that the extent to which newcomers have proactive personality would have a positive effect on the perception of promise in the relationship with the organization. Also, we expected that this relationship would be mediated by the leader-member exchange. 433 newcomers participated in the survey, and structural equation modeling (SEM) has been adopted to test the hypotheses. As the result, individuals’ proactive personality had a positive influence on the perception of promises, and this relationship was partially mediated by the leader-member exchange level. These results imply that individuals’ psychological contract could be affected by personality factors as well as organizational factors. Also, it shows that the relationship newcomers make with their supervisor has an important role in perceiving psychological contract with the organization.

Leader–Member Exchange Level and Differentiation: The Roles of Interpersonal Justice Climate and Group Affective Tone

We examined the effect of leader–member exchange (LMX) level and differentiation on interpersonal justice climate and positive group affective tone. We proposed a moderated mediation model with interpersonal justice climate as a mediator and team-level LMX differentiation as a moderator. The study sample comprised 333 employees in 73 teams from 14 South Korean companies. Results showed that LMX level was positively associated with positive group affective tone and that interpersonal justice climate partially mediated this relationship. Team-level LMX differentiation moderated the mediation effect, such that high LMX differentiation within a team negatively affected interpersonal justice climate, thus weakening the positive effect of LMX level on positive group affective tone. This suggests that LMX differentiation influences positive group affective tone, meaning it may be advisable for the quality of this relationship to be differentiated only when there is a low level of support and trust between the team leader and members.

The role of emotion in workplace incivility

Purpose– The purpose of this paper is to examine leader-member exchange (LMX) and perceived organizational support (POS) as moderators of the relationship between psychological contract violation and workplace incivility.Design/methodology/approach– An online survey was administered to employed adults.Findings– The association between violation and incivility was more pronounced when levels of LMX and POS were higher.Research limitations/implications– The correlation design limits the ability to draw causal inferences. Affect models, including but not limited to affect infusion model (AIM), offer a useful framework for enhancing understanding of incivility and other forms of counterproductive work behaviors.Practical implications– The study has contributed to knowledge about contract violation’s implications for work behaviors, such as incivility. Managers sensitive to the dynamics of contract breach may prevent feelings of violation by communicating clearly and often about expectations, resources, and procedures.Social implications– Organizational and societal leaders may be well served by knowledge about preventing people’s intense responses to perceived violation by appropriately responding to perceived breach.Originality/value– The study draws upon AIM as a novel approach to understanding conditions under which negative emotions are most likely to relate to workplace incivility. Moreover, the roles of social exchange variables LMX and POS have heretofore been unexplored as moderators of the violation-incivility relationship.

The Role of LMX and LMX Differentiation in Guiding Successful ISD Team Outcomes

Over the past few decades, a great deal of research has been conducted to examine the complex relationship between leadership and team outcomes. However, little empirical study has investigated this relationship from the dynamic perspective, especially under the context of Information System Development (ISD) teams. Moreover, the moderating variables potentially affecting this relationship are still not fully answered with mixed findings in the literature. To address these issues, current research explains whether and how the group level of Leader Member Exchange (LMX) within an ISD team affects the team outcomes. Using surveys from 1410 employees on 143 ISD teams in China, we found that group-level LMX had positive effects on ISD team creativity, ISD team satisfaction and ISD team learning. Further, moderated path analysis revealed LMX differentiation strengthened the relationship between group-level LMX and these three kinds of ISD team outcomes. We discussed the implications of these findings for innovation theory and leadership research, as well as for management practice.

When my supervisor dislikes you more than me: The effect of dissimilarity in leader–member exchange on coworkers’ interpersonal emotion and perceived help.

According to balance theory (Heider, 1958), when 2 coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the 3 parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LMX on the interpersonal interactions between coworkers. Using data from 2 independent studies, the results of social relations analyses show that (a) actual (dis)similarity in LMX between Coworkers A and B increases Coworker A's feelings of contempt for Coworker B and decreases Coworker A's perception of help received from Coworker B (Study 1); (b) Coworker A is more likely to experience contempt for Coworker B when Coworker A perceives that he/she has a higher or lower level of LMX compared to Coworker B than when Coworker A perceives that his/her level of LMX is similar to Coworker B's (Study 2); and (c) these relationships only hold true for employees with a high social comparison orientation (SCO) in both Studies 1 and 2. Particularly, in Study 1, we also show that contempt is a crucial mediator that transmits the interactive effect of LMX (dis)similarity and SCO on perceptions of help received from coworkers. Furthermore, an average level of perceived help from coworkers is positively related to the sales performance of individual employees.

Relationships between ethical climate, justice perceptions, and LMX

PurposeThe purpose of this study is to examine the impact of ethical climate and organizational justice perceptions on the quality of manager‐employee relationships via leader‐member exchange (LMX). It also aims to explore differences between distributive justice, procedural justice, and interactional justice perceptions as related to LMX. The purpose of this research was to investigate the relative strength of connections between ethical climate, these three types of justice perceptions, and LMX.Design/methodology/approachThe research was conducted via survey administration of questionnaires. The sample consisted of 105 working adults in an Israeli telecommunications company.FindingsIt was found that there was a significant positive relationship between perceived interactional justice and levels of LMX. No significant relationships were present between LMX and the other types of justice perceptions. Furthermore, it was discovered that there was a significant positive relationship between ethical climate and LMX. As an important, unexpected finding the study discovered a significant negative relationship between ethical climate and procedural justice.Originality/valueThis is one of the few studies to examine the effects of justice perceptions together with ethical climate perceptions on LMX. As such, these findings offer guidance in the development and implementation of further studies to examine the linkages between these constructs. In particular, it suggests that these findings provide a framework for examining the potential moderating role of ethical climate in the relationship between interactional justice perceptions and LMX.