Leader-member Exchange Relationships Research Articles

“When” and “why” employees resort to remain silent at work? A moderated mediation model of social undermining

PurposeTo date, few empirical studies have explored the boundary conditions under which employees may choose to observe silence at work. Drawing on the conservation of resource (COR) theory, the present study bridges this gap by examining the interaction effect of leader-member exchange (LMX) on the relationship between social undermining and employee silence while considering the mediating role of emotional exhaustion.Design/methodology/approachData were collected from 327 employees working in Pakistan's service sector through the purposive sampling technique and analyzed using PLS path modeling.FindingsThe findings support the authors’ projections such that social undermining, i.e., supervisor undermining, coworker undermining and customer undermining, are positively related to emotional exhaustion. Besides, emotional exhaustion partially mediates the associations between supervisor undermining and employee silence, coworker undermining and employee silence, and customer undermining and employee silence. Further, the results confirm the interaction effect of LMX. The harmful impact of social undermining is exacerbated in high-quality LMX relationships compared to those at low LMX relationships.Originality/valueThis study is one of the few efforts to understand the conditions under which employee silence is more likely or less likely to occur. The authors’ findings draw the attention of researchers and practitioners to understand the uniqueness of this linkage such that variations in leaders' behavior are more detrimental for “in-group” members than their counterparts (i.e. “out-group” members).

The Influence of Leader-member Exchange on Employee Task Performance in Coal Enterprises: A Study from the Perspective of Conservation of Resources Theory

Purpose: Ensuring high levels of employee performance is critical in the coal industry, in light of disruptions caused by clean energy industries and consequent increased competitiveness in the energy market. Therefore, this study investigated the relationship between leader-member exchange (LMX), job embeddedness, and task performance in the context of the Chinese coal industry. Methodology: Employees of a coal enterprise in China, selected via random cluster samplings, completed a survey on site. Based on the data of 202 employees, we used correlation analysis to explore relationships between variables. We used a regression analysis to study the influence of LMX relationships and job embeddedness on task performance and a structural equation model to analyze the mediating role of job embeddedness. Findings: Based on the Conservation of Resources Theory, among the three factors of the LMX relationship, task performance, and job embeddedness in coal enterprises, any two of them correlated positively and significantly with each other; The LMX relationship here had a significant and positive prediction effect on the task performance of employees in coal enterprises. Job embeddedness also significantly and positively predicted task performance and played a significant mediating role between LMX relationships and task performance. Our findings can inform management decisions in the coal industry, help enterprises determine their position in the market, and enhance the performance level of employees. Originality: Few studies address the relationship between LMX, job embeddedness, and task performance in Chinese coal enterprises.

The Effect of Airline’s LMX(Leader-Member Exchange Relationship) on Flight Attendants’ Job Satisfaction and Long-Term Orientation: Physical Environment as a Control Variable

항공 산업은 인적자원의 비중이 높은 특징을 가지며, 고객에게 제공되는 서비스 품질이 인적서비스 품질에 의해 좌우될정도로 인적서비스의 중요성이 매우 높다. 즉, 고객만족을 위해 승무원의 인성과 매너가 매우 중요하며, 기업은 투철한서비스 정신을 갖춘 승무원을 필요로 하고 있다. 따라서 본 연구는 항공사에 근무하는 리더(사무장 급 승무원)와 구성원(사무장 관리 대상의 일반 승무원)간의 관계가 구성원 만족에 미치는 영향을 살펴보고 구성원 만족이 장기지향성에 미치는 영향에 대해 살펴보고자 연구모형 및 가설 설정 후 국내 항공사에서 근무하고 승무원들을 대상으로 설문조사를 실시한 뒤 빈도분석, 신뢰도분석, 탐색적 요인분석, 상관관계분석, 회귀분석을 통해 가설검증을 실시하였다. 연구모형은 LMX 를 독립변수, 물리적 환경을 조절변수, 승무원의 업무만족은 매개변수, 장기지향성을 종속변수로 설정하였다. 가설검증의결과를 바탕으로 항공사에서 지양해야 할 인사관리 시스템에 대한 실무적 시사점을 제시하였으며, 본 연구의 한계 및 향후 연구방향을 제시하였다.

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 Relationship of Culture Values and Leader Member Exchange with Organizational Citizenship Behavior on Nurses at Mother's and Children's Hospital in Makassar City

OCB (Organizational Citizenship Behavior) as an employee's willingness to take a role (role) that exceeds its main role in an organization, so it is referred to as extra-role behavior. This study aims to analyze the relationship between Culture Values and Leader Member Exchange with Organizational Citizenship Behavior of RSIA Nurses in Makassar City. This type of research is a quantitative research using an observational study with a cross sectional study design. Collecting data in the form of a questionnaire. The sample in this study were nurses at RSIA Makassar City, amounting to 177 respondents. The results showed that there was a relationship between culture values and OCB of RSIA nurses in Makassar City, there was a relationship between Leader Member Exchange and OCB of RSIA nurses in Makassar City, culture values were the most influential variable on OCB of RSIA nurses in Makassar City. It is suggested to the hospital management that it is necessary to pay attention to cultural values by being able to take advantage of aspects of language and tradition, which so far have been carried out to emphasize new values to be developed for employees.

The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

PurposeThe current paper aims to analyse the antecedents of leader–member exchange relationships (LMX) by specifically focusing on the influence of the supervisor’s feedback delivery tactic.Design/methodology/approachThis study uses qualitative research methods with primary interviews as the main data source. Primary interviews with 40 managers from top supermarkets in Nigeria, South Africa and the UK were undertaken.FindingsThe authors found that both high-quality positive feedback and constructive criticisms produced the same feelings – more positive interpersonal relationships with their supervisors, higher levels of commitment to their organisations, higher job satisfaction and thus, high-quality LMX relationships. Where criticisms were delivered without greater interpersonal treatment, feedback was perceived as negative, and participants revealed lack of job satisfaction, lack of commitment to their organisations, poor interpersonal relationship with their supervisors, high turnover intent and thus low-quality LMX relationship.Originality/valueTo the best of the authors’ knowledge, the current paper is one of the first studies to highlight the consequences of different feedback delivery tactics on subsequent LMX quality particularly in African context. The authors specifically develop a process-based model of enhancing high-quality LMX, which shows the role of the supervisor’s feedback delivery tactic in the process. The authors also develop a process-based model that illustrates how negative/unconstructive feedback could result in a low-quality LMX. Finally, to the best of the authors’ knowledge, this paper is also one of the first to offer a comparative assessment between African and British (the UK) empirical settings and highlight some interesting dynamics concerning LMX quality and role of supervisor’s feedback delivery tactic.

Relative leader–member exchange perceptions and employee outcomes in service sector: the role of self-construal in feeling relative deprivation

Based on Social Comparison Theory, this study explores the impact of Relative Leader Member-Exchange Relationship (i.e. RLMX) on employee outcomes of organizational citizenship behaviour, turnover intention, and affective commitment via the mediating role of relative deprivation feeling. Furthermore, integrating research on self-construal, this study sets out to examine the moderating role of a key personal disposition; independent versus interdependent self-construal on the association between employee’s RLMX perception and relative deprivation feeling. Results using multi-level analyses from employee – supervisor matched data (N = 271 employees and 65 supervisors) largely supported our hypotheses. This study expands the relational context within which the impact of RLMX perception unfolds beyond the dyad of leader and self, to the triad of leader, self, and co-workers; so that it offers significant theoretical and practical implications, particularly for service sector employees.

Peran Mediasi Keterlibatan Kerja Dalam Hubungan Antara Transformasi Kepemimpinan, Pertukaran Anggota Leader, dan Kinerja Pekerjaan

This research aims to find out the effect of transformational leadership and leader-member exchange on the job performance of employees in textile and garment manufacturing companies. This research is expected to be useful to inspire managers to prepare good steps and strategies to improve employee job performance and develop employees. The research was conducted on employees of textile and garment manufacture with a sample of 337 people. The research method uses regression test and analysis of the mediation of Baron and Kenny. The results of the study show that the job performance variable is not influenced by transformational leadership and is influenced by the leader-member exchange. The leader-member exchange variable is influenced by the transformational leadership variable. Work engagement variable is influenced by transformational leadership and not influenced by leader-member exchange. Work engagement mediating variable is as a mediator of transformational leadership relationship to job performance and not as a mediator of leader-member exchange relationship to job performance. Keywords: job performance, leader-member exchange, manufacture textile, transformational leadership, work engagment

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

Inclusive leadership and employee innovative work behaviours: Testing a psychological empowerment and leader-member exchange moderated-mediation model

We investigated the association between inclusive leadership and innovative work behaviours, and the role of psychological empowerment and leader-member exchange in that relationship. Participants were 508 employees from tourism, textile, and banking sectors in Turkey (female = 51.38%; age range = 20 to 63). The path analysis results showed that inclusive leadership predicted an increase in employee innovative work behaviours. Further, psychological empowerment plays a mediating role in this relationship. The indirect effect of inclusive leadership on innovative work behaviours through psychological empowerment was not significant with low leader-member exchange relationship. This effect was significant with high leader member exchange relationship. Leader member exchange had a moderated mediation role on the inclusive leadership influences on employee innovative work behaviour through psychological empowerment, boosting the inclusive leadership effects on employee innovative work behaviour than with psychological empowerment alone. The research findings suggest that expanded psychological empowerment is important to inclusive leadership practices for innovative work behaviours.

The relationship between leader-member exchange and work engagement in social work: A mediation analysis of job resources

IntroductionThe working environment of social workers has become an important concern in research. Whereas studies typically focus on negative aspects of these environments, this study investigates the possibility of creating a positive environment by examining whether and how high-quality leader-member exchange (LMX) relationships are related to social workers' work engagement. It is hypothesized that particularly relevant job resources mediate the relation between LMX and social workers’ work engagement. MethodTo identify those job resources that are particularly important to social workers, a qualitative preparatory study was first conducted with social workers and social work executives. Based on that, study data were collected by administering an online survey among social workers. Both parts of the study were realized at twenty different advice centers for pregnancy issues of a leading social organization in Germany. The dataset for statistical analyses comprised 43 social workers in total. Regression analysis with parallel mediation was used to test the hypothesized relationships. ResultsSocial workers in high-quality LMX relationships operate in working environments with more abundant social and structural job resources: they experience the team atmosphere more positively and have greater work control. Further, it was found that experiencing a positive team atmosphere was associated with higher work engagement, with team atmosphere fully mediating the relationship between LMX and work engagement. Notably, high-quality LMX relationships do not seem to promote work engagement directly. DiscussionThe study underscores the relevance of high-quality LMX relationships in fostering a resourceful work environment. This, in turn, contributes significantly to a high level of work engagement. Organizations and managers in social work should therefore strengthen managerial relationships and create resourceful environments.

Small Business Leadership and Ethical Attributes That Influence Employee Job Satisfaction

Organizational leadership studies acknowledge that leadership styles positively affect job satisfaction. Currently, there are limited ethical, theoretical studies to investigate the relationship with job satisfaction. Therefore, there is a need for additional ethical leadership theories to explain conditions that may improve on negative organizational phenomena. This study investigated the relationship between the foundational leadership theory and job satisfaction. Foundational leadership is an inward (internal) and outward (employee perceived) examination of ethical decisions based on integrity, assurance, and pragmatism. The findings were based on 330 full-time entry and mid-level employees between ages 18 - 60+ across various industries in the United States. Cronbach’s alpha confirmed that integrity, assurance, and pragmatism is reliable measurement for ethical leadership. Pearson correlation revealed that the foundational leadership attributes of integrity, assurance, and pragmatism significantly correlate with employee job satisfaction. Finally, multiple linear regression results determine that ethical leadership training programs can teach Foundational Leadership to create job satisfaction. However, recurring leadership training should reinforce foundational leadership assurance (FLA) to foster job satisfaction within the leader-member exchange relationship.

Impact of Organizational Justice on Job Performance among Teachers of Private Sector Universities, Pakistan: Authentic Leadership and Psychological Capital as Mediators

Impact of Organizational Justice on Job Performance among Teachers of Private Sector Universities, Pakistan: Authentic Leadership and Psychological Capital as Mediators

Developing organizational citizenship behaviour: organizational climate and leader-member exchange effects

Supervisory behaviour has influenced a better working climate, which has led to the employees' desire to achieve a favourable outcome for the business involved. If the leaders do not contribute constructive behaviour, the staff may desire a poor outcome. Banks were chosen because they participate in a high-quality endeavour to build leader-member exchange relationships among workers. By examining employees' citizenship behaviour, the findings of this study could be used to improve the quality of leader-member exchange and the work environment. An effective organizational climate must incorporate the leader-member exchange strategy to improve employees' working environments, leaders-followers relationships, and employees' citizenship behaviour. The importance of this study is to determine that organizational climate is a visible value that has been in existent within the employee's behaviour and action. This study aims to assess the mediating role of the organizational climate on the relationship between leader-member exchanges on organizational citizenship behaviour. Reviewing underpinning theories based on underlying concepts, theoretical background, current definitions, and various types of collaborative writing gathered from the educational setting resulted in a theoretical framework. The quantitative and purposive sampling methods have been used to achieve the research questions and hypothesis. Samples were taken that amounted to 384 respondents in the commercial banks, Kuala Lumpur, Malaysia. Descriptive statistics analysed the variables, correlation and Structural Equation Modelling (SEM) using IBM Statistical Package for Social Sciences (SPSS) and SMART PLS 3. Findings of this study reveal that organizational climate has a positive relationship with significant levels on the leader-member exchange and organizational citizenship behaviour. This study suggests that it be pursued further in the Asian and Western contexts due to the development of organizational citizenship behaviour. Because it is fundamental for many organizations to develop their company profile to achieve good changes so that human resource management is strategized in the hiring and retaining system for highly committed employees to organizations.

Pengaruh Keadilan Organisasional Terhadap Kinerja Karyawan Dimediasi LMX (Leader-Member Exchange) Dilihat dari Aspek Gender

The purpose of this article is to examine the mediating role of leader-member exchange in the relationship between organizational justice and employee performance in terms of gender. This article focuses on ATLM (Medical Laboratory Technologist) regarding organizational justice practices and the Leader-Member Exchange relationship and how these perceptions predict employee performance and how it affects employee gender. The sample used was 191 ATLM in type C hospitals in the D.I. Yogyakarta and Central Java. The results of this study will help ATLM to foster greater employee value and teamwork among employees by implementing organizational justice practices.

The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency

SummaryDecades of research on leader–member exchange (LMX), which refers to relationship quality between a leader and follower, has consistently shown LMX to be positively related to individual outcomes. An emerging body of research exploring whether these positive results extend to the team level has found inconsistent results. Because team LMX relationships with team outcomes are not consistent, we explore the way in which peers can contribute toward team outcomes and also enhance the relationship between team LMX and outcomes. Specifically, we investigate the role that peer mentoring social networks play in providing advice and support to team members to enhance what is provided by the leader. With a sample of 111 teams from 25 diverse organizations, results revealed that peer mentoring is positively and indirectly related to supervisor‐assessed team performance via team potency. In addition, peer mentoring moderated relationships between team LMX (operationalized as LMX median) and team performance and team potency such that these relationships were more positive when the density of the peer mentoring was high rather than low. Our study contributes to the LMX, team, and mentoring literatures by highlighting the effects of within‐team peer mentoring on team performance.

Organizational politics and employee performance in the service industry: A multi-stakeholder, multi-level perspective

Organizational politics is everywhere in the workplace. While scholars have clearly shown the benefits of political skills (i.e., being politically savvy) and the costs of organizational politics (in terms of perception of organizational politics, POP), the contextual influences affecting how savvy employees navigate the political waters to achieve higher performance are less clear. We adopt a multi-stakeholder, multi-level perspective and explicitly recognize that the potential for conflicts of interests among various organizational actors (including employees, groups of coworkers, and managers) is a critical missing piece that can unite the literature on political skills and organizational politics. In particular, we theorize that effectiveness of politically skilled employees depends on both the political climate within their coworker group and their relative leader-member exchange (RLMX). Using a sample of sales representatives from two banks, we found a three-way interaction whereby employees' political skill is conducive to job performance when the group's political climate is weak (i.e., coworkers perceive little politics) and their RLMX is high. On the other hand, employees' political skill undermines their job performance when the group's political climate is strong (i.e., coworkers in the group perceive high levels of politics) and their RLMX is high. Our multilevel theorizing and findings offer additional insights into the intricate workings of organizational politics.

Does workplace fun affect employees' voice behavior? Leader–member exchange as a mediator

Although the relationship between workplace fun and employee performance is well-documented, research on the link between workplace fun and voice behavior is still in a nascent stage. Integrating workplace fun, leader–member exchange (LMX), and voice behavior theories, in the current research we examined LMX as a mediator of the link between workplace fun and voice behavior. We conducted a crosssectional survey with a sample of 307 subordinates and 82 supervisors employed by eight Chinese companies, and used structural equation modeling to analyze the data. Results show that workplace fun was related both directly and indirectly (via LMX) to employees' voice behavior. Our findings offer insight into the mechanistic processes through which workplace fun affects employees' voice behavior, and suggest that to promote employees' voice behavior, a fun work environment and high-quality LMX relationship should be established in organizations.

Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy

Previous studies have found a positive relationship between leader–member exchange (LMX) and employee voice behavior. However, little is known about the psychological mechanisms underlying this association. We examined self-efficacy as a mediator of the linkage between LMX and employee voice behavior by conducting a cross-sectional survey with a sample of 295 leader–follower dyads from a Chinese company. We performed structural equation modeling to analyze the data. Results show that LMX was positively related to employee voice behavior, and self-efficacy partially mediated the link between LMX and employee voice behavior. This research offers insight into the mechanistic processes through which LMX affects employee voice behavior, and indicates that organizations should pay attention to establishing high-quality LMX relationships to facilitate employee selfefficacy as well as voice behavior.

베이커리 종사원의 직무환경이 조직유효성에 미치는 영향: 리더－구성원교환관계(LMX)의 조절효과를 중심으로

This study was conducted to provide basic data for the study of bakery human management plans by verifying the effect of the job environment on organizational effectiveness and the moderating effect of the leader-member exchange relationship (LMX). The analysis verified the hypothesis using the statistical package program SPSS 21.0, and the analysis method performed frequency analysis, factor analysis, correlation analysis, reliability analysis, multiple regression analysis, and hierarchical regression analysis. As a result of the verification, the implications of this study are as follows. First, this study provided basic academic data for the human management study of bakery employees using the leader-member exchange relationship (LMX) as a control variable. Second, it appears as a welfare environment and work environment that has the greatest influence on organizational commitment and turnover intention, which is considered important to improve the organizational effectiveness of employees. Bakery operators should recognize that the intimacy and effort behavior of the leader-member exchange relationship (LMX) are variables that can improve organizational effectiveness by having a strong positive effect on the components of the job environment.