Leader-member Relationship Research Articles

Quality of the leader-member relationship and the organizational commitment of nurses.

To understand the perception of the quality of leadership relationships and the organizational commitment of nurses, and to analyze the influence of this relationship quality. Cross-sectional and correlational study, with a quantitative approach, using a non-probability convenience sampling with 408 nurses. The data were collected through questionnaires at Central Hospital in Lisbon, between January and March 2013. The statistical analysis of the data was carried out using IBM® SPSS® Statistics 19 software. Three hundred forty-two questionnaires were considered valid. The quality of the leadership relationship was satisfactory, and the nurses were poorly committed to the organization. The quality of the leadership relationship was statistically correlated with organizational commitment: there was found a moderate association to affective commitment (rs=0.42, p<0.05), a low association with the normative commitment (rs=0.37, p<0.05), and a very low association with the calculative commitment (rs=0.14, p<0.05). Leadership exerts influence on organizational commitment. An opportunity to improve the quality of the leadership relationship between nurses and their leaders was found, with the consequent possibility of developing organizational commitment.

The effect of new employees’job stress on their intent to stay: Mediated effect of motivating language and moderated effect of leader-member relationship

본 연구는 신입사원의 직무스트레스와 재직의도 간의 영향관계를 살펴보고, 상사의 동기부여언어의 매개효과와 상사와 구성원간의 관계(LMX)의 조절효과가 신입사원의 재직의도를 높이는데 실질적인 도움을 주는지 구조방정식 모형을 통해 분석하였다. 연구대상은 국내 기업 신입사원으로 재직 중인 248명이었고, 수집된 자료는 SEM을 통해 영향관계 및 매개효과를 검증하고, MGSEM을 통해 조절효과를 검증하였다. 분석모형의 적합도는 GFI=0.928로 높은 적합도를 나타냈다. 분석결과, 첫째 신입사원의 직무스트레스가 높을수록 재직의도는 감소하였다. 둘째, 신입사원의 직무스트레스가 높을수록 상사의 동기부여언어 효과는 감소하였다. 반면 셋째, 상사의 동기부여언어 효과가 높을수록 신입사원의 재직의도는 증가하였다. 넷째, 신입사원의 직무스트레스가 재직의도에 직접적인 영향을 미치는데 있어, 상사의 동기부여언어는 부분매개(partial mediation)하였다. 끝으로, 상사와 구성원의 관계가 높은 집단과 낮은 집단 간의 조절효과를 다중집단분석을 통해 분석한 결과, 상사와 구성원의 관계가 높은 집단(LMX HIGH)과 낮은 집단(LMX LOW) 간 ''직무스트레스→동기부여언어'' 경로만 통계적으로 유의한 조절효과가 검증되었다. 이는 신입사원의 직무스트레스가 재직의도에 직접적인 영향을 미치기도 하지만, 상사와의 의사소통 과정에서 상사의 동기부여언어를 제대로 인지하지 못하게 만들어 재직의도에 간접적인 영향을 미치게 된다. 또한 이러한 부적 영향은 상사와 구성원 간의 관계가 높은 집단(LMX HIGH)에서 더욱 분명하게 나타남으로써, LMX에 따라 신입사원의 직무스트레스와 상사의 동기부여언어 간의 영향관계가 조절될 수 있음을 시사한다. 이상의 연구결과를 토대로 국내 기업의 인적자원개발 측면의 신입사원 재직의도 향상 방안을 위한 시사점과 제언을 제시하였다.

On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–member guanxi promote voice behavior

PurposeDrawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model.Design/methodology/approachThe authors use a sample from a private and local company in Southern China to test their theoretical model.FindingsThe study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety).Research limitations/implicationsIn a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West.Practical implicationsOne important implication is that off-work relationship should be used by managers to encourage employee voice.Originality/valueThis study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

The Role of Union Leader-Member Relationship Capital within Trade Union for Mental Health

Objective – There are three main objectives of this study. First, this study is to examine the influence of union effectiveness and perceived union support on union relationship capital to achieve positive mental health in the workplace. Next, this study is to investigate the interdependency of the dimensions of union relationship capital: communication, trust and commitment between the union leader and union members in improving and strengthening the relationship within the union. Lastly, this study is to investigate the role of relationship capital as the mediator between union effectiveness, perceived union support and mental health. Methodology/Technique – A total of 600 questionnaires completed by trade union leaders and members in manufacturing sector based in Peninsular Malaysia were analysed using SEM (AMOS) and SPSS. The relationship between union effectiveness, perceived union support, union relationship capital and mental health were analysed using SEM. But the interaction between communication, trust and commitment were analysed using SPSS. Findings – The results demonstrated that union effectiveness and perceived union support are determinants for union relationship capital. The finding showed that communication, trust and commitment are interdependent. Furthermore, the finding also shows a significant relationship between union relationship capital and mental health. Novelty – It is said that good communication, trust and commitment within the trade union can increase cohesiveness and strengthen the trade union. A strong union can lead to positive mental health in the workplace. Type of Paper: Empirical.

Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation

Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS). &#x0D; &#x0D; Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB

How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.

When and why high performers feel job dissatisfaction: A resource flow approach

Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader–member exchange social comparison (LMXSC) increased high performers' job satisfaction because of the attainment of exclusive resources. Moreover, job satisfaction was lowest when resource outflow from role overload was not restored by resource inflow through LMXSC. We discuss theoretical and practical implications in relation to the literature on talent management, employee motivation, and leadership.

Learning by Doing in Leadership Education: Experiencing Followership and Effective Leadership Communication Through Role-Play

This paper describes the implementation of a role-play exercise to illustrate the influence of followership styles and effective communication on leader-follower relationship formation and development. We provide the pedagogical theory and evidence behind using role-plays in classroom settings, followed by a literature review pertaining to leader-member relations and followership on which this role-play is based. The activity aims to fulfill multiple objectives: (a) to explain the importance of effectively managing-up the hierarchy, (b) to use effective communication skills in challenging and conflict laden situations, and (c) to expand self- awareness and explore own implicit assumptions. We further provide the session plan for using the role-play including the instructions, timing, and role handouts, and discuss potential outcomes.

Leader-member exchange relationship and organizational justice: Moderating role of organizational change

Leader-member exchange relationship and organizational justice: Moderating role of organizational change

Communicating Leader-Member Relationship Quality

A half century of leader-member exchange research suggests that leaders share high- or low-quality relationships with members. However, these binary shortcuts dissolve the complexity of what is actually exchanged between leader and member. Therefore, a communicative view of these special dyadic relationships is forwarded, suggesting that leader-member relationships are a byproduct of, and produced through, concrete and continuous communicative exchanges. This scholarship answers long-standing calls for enhanced theoretical precision in parceling out the literal exchanges that take place between leader and member. Based on the results of focus groups and two self-report surveys, scales are developed to measure various dimensions of leader communicative behavior that may facilitate or hinder relationship development and maintenance. Group-level implications are discussed.

Determinants of leadership skills among the board of directors of primary multipurpose cooperatives societies in Gambella town, Ethiopia

Now a day cooperatives act in a very different environments. The need to compete in an open and globalized market has obliged them to rationalize structures and professionalize many boards of directors. The most important reason for the down fall and dormancy state of many multipurpose cooperatives in the region currently is the absence of effective leadership qualities and skills among their cooperative leaders. With this backdrop, the study investigated the leadership skills among the leaders of multipurpose cooperatives. Out of 31 primary multipurpose cooperatives operating in the town, 16 primary cooperatives were selected purposively as the study units. By adopting census method all the 128 board of directors representing from 16 primary multipurpose cooperatives were selected as study population. The study was heavily dependent on primary data which was collected from the board of directors by administering structured questionnaire. Econometric model viz., binary logistic regression was used to assess the determinants of leadership skill among the board of directors. The results of binary logistic regression analysis shows that variable such as: age, access to training, leadership experience, media exposure, leader member relations and government interference were found to be the major variables that strongly determines the leadership skills. Those variables such as: age, and leader member relations were found to have negative significant effect whereas leadership experience, media exposure, access to training, and government interference were found to have positive significant effect on leadership skills. Based on the findings it is suggested that the leaders of cooperatives need to be given training on leadership qualities, skills and on the functionalities of cooperatives.

Employee Engagement and Relationship Quality Leading Performance

Job Attitudes and leader member relationship quality enhance individual and organizational outcomes. Organizations seek to increase the frequency of individual outcomes like employee performance. Job attitudes have been a well researched construct in the management literature. However, constructs like employee engagement have received least attention in recent past. The current study, would explore the influence of employee engagement and leader member exchange quality on service performance of employees. The participatory organizations were from insurance, postal and banking sectors, of service economy of Kashmir region, from the state of Jammu and Kashmir. The Survey method was used for data collection purposes, where in data was collected, through combination of structured questionnaires followed by interviews. The sample size of 380 respondents were selected representing middle management, frontline, lower level employees and customers. The data were analyzed using SPSS software package, where in technique like structural equation modelling is utilized to analyze and interpret the given data. The results revealed significant positive relationships between employee engagement and service performance as well as between leader member exchange and service performance.

Effect of paternalistic leadership style on subordinate’s trust: an Indian study

Purpose The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate. Design/methodology/approach The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents. Findings The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust. Practical implications The study has important implications in areas like managing leader–member relations, leadership training and team efficacy. Originality/value Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

Beyond personality: exploring the role of motivations, self-evaluations and values in leadership emergence within an organizational setting

The current research explored the relationships between personality and non-personality traits with leadership emergence. Managers in a UK insurance company completed a self-report survey on leadership behaviours and individual differences (i.e., traits). Analyses of over one hundred participants found significant associations between their emergence as a leader and many variables (e.g., extraversion, motivation, and leader-member relationships). Practical implications include the use of trait measures in leadership selection and recommendations for mentoring and training in regards to leadership development. Further research combining situational factors in leadership emergence is advised, as are longitudinal studies employing multiple methodologies across a diverse sample.

The Role of Union Leader-Member Relationship Capital within Trade Union for Mental Health

Objective There are three main objectives of this study. First, this study is to examine the influence of union effectiveness and perceived union support on union relationship capital to achieve positive mental health in the workplace. Next, this study is to investigate the interdependency of the dimensions of union relationship capital: communication, trust and commitment between the union leader and union members in improving and strengthening the relationship within the union. Lastly, this study is to investigate the role of relationship capital as the mediator between union effectiveness, perceived union support and mental health. Methodology/Technique A total of 600 questionnaires completed by trade union leaders and members in manufacturing sector based in Peninsular Malaysia were analysed using SEM (AMOS) and SPSS. The relationship between union effectiveness, perceived union support, union relationship capital and mental health were analysed using SEM. But the interaction between communication, trust and commitment were analysed using SPSS. Findings The results demonstrated that union effectiveness and perceived union support are determinants for union relationship capital. The finding showed that communication, trust and commitment are interdependent. Furthermore, the finding also shows a significant relationship between union relationship capital and mental health. Novelty : It is said that good communication, trust and commitment within the trade union can increase cohesiveness and strengthen the trade union. A strong union can lead to positive mental health in the workplace. Type of Paper: Empirical Keywords: Union Leader- Member Relationship Capital, Mental Health, Malaysia.

Social-cognitive, relational, and identity-based approaches to leadership

We review the leadership literature published in this journal during the 50years since its inception. Our focus is on three major contributions to leadership theory – social-cognitive, leader–member exchange, and social identity theories – as well as the role in advancing leadership theory of seminal theories published in this journal. During this period, the conceptualization of leadership has become more inclusive and dynamic, expanding to include both leaders and followers, and their team and organizational context. Dynamics pertain not only to the development over time in leader–member relationship, but also to within-person changes in active identities and behavioral styles that repeatedly occur. This complexity creates sensemaking challenges for all parties, as they both create and experience leadership processes.

Self-oriented forgiveness and other-oriented forgiveness: Shaping high-quality exchange relationships

AbstractWe examine the effects of two distinct forgiveness motives, self-oriented and other-oriented, on relationship quality within supervisor–subordinate relationships. We provide empirical evidence that both forgiveness motives are positively associated with leader–member exchange and differentially associated with interpersonal citizenship behavior and suggest that previous forgiveness research may be incomplete. We demonstrate that high-quality leader–member relationships and interpersonal citizenship behavior can be enhanced by self-oriented forgiveness motive and other-oriented forgiveness motive. We further show that the association between forgiveness motive and leader–member exchange can be strengthened by one’s disposition, such that proactive personality strengthens the influence of self-oriented forgiveness motive on leader–member exchange and empathic concern strengthens the influence of other-oriented forgiveness motive on leader–member exchange. This manuscript aims to empirically examine two key pathways to forgiveness: one driven by self-orientation and the other driven by other-orientation.

Leadership in Times of Crisis: The Example of Ebola Virus Disease in Liberia

The Ebola epidemic of 2014–2015 was one of the most significant public health threats of the 21st century, a crisis that challenged leadership in West Africa and around the world. Using the experience of Liberia's epidemic control efforts, we highlight the critical role that leadership played during four phases of the epidemic response: (1) crisis recognition and early mobilization; (2) the emergency phase; (3) the declining epidemic; and (4) the long tail. We examine how the decisions and actions taken in each phase of the epidemic address key crisis leadership tasks, including sense-making, decision making, meaning-making, crisis termination, and learning, and assess how leadership approaches evolved during the different epidemic phases to accomplish these tasks. A contingency leadership theory lens is used to identify situations where strong leadership, good leader–member relations, and well-structured tasks can facilitate different leadership approaches. The first phase of the epidemic was hampered by insufficient attention to sense-making and weak decision making, in part because of the existing hierarchical leadership approach. This contributed to amplification of the epidemic. The emergency phase of the epidemic brought a change in leadership that focused on sense-making, decision-making, and meaning-making tasks. A distributed leadership approach replaced the old hierarchies. In addition to sharing leadership responsibility and authority, the distributed leadership approach involved strategically engaging stakeholders and communicating intensively. Although much of the hierarchical leadership approaches returned in the latter phases of the epidemic, there remain more empowered leaders at different levels across the country. Systematically tackling crisis leadership tasks, recognizing situations where different leadership approaches can be used, and employing a distributed leadership approach are helpful lessons to prepare for and respond to future crises.

The Impact of Organizational Justice on the Quality of the Leader-Member Relationship in Public versus Foundation Universities

This study investigates the impact of organizational justice on the quality of leader–member exchange relationships in the Turkish higher education context. Public and foundation universities are compared, as extant literature reveals significant differences between them. The study employs a sequential mixed-method design. Surveys from 182 academicians from faculties of economics and administrative sciences in Istanbul are collected through key contact persons or via e-mails. Surveys are complemented by 17 face-to-face semi-structured interviews, most of which were conducted at the interviewees’ universities. Findings point to a strong impact of informational justice that is modestly complemented by procedural justice on the quality of the leader–member relationship in public universities. In foundation universities, however, procedural, informational and interpersonal justice dimensions influence the quality of the leader–member relationship in a balanced manner. The study also has implications for university administrators.

Relationships Differentiation: Cross-ethnic Comparisons in the Malaysian Workplace

This research examines how Malaysian managers and employees interpret and embody leader–member relationships differentiation. To analyze this question, we conducted a thematic analysis of top management, middle management and supporting dialogue group discussions. Results showed that leader–member relationships differentiation is a symbol that is essential for the creation and sustenance of leader’s conceptual skills, communication openness, respect, trust, and age differentiation. These findings validate our proposition of leader–member relationships differentiation in Malaysian workplace and empirical support for the central roles of communication exchange processes in workgroups.