Leader-member Relationship Quality Research Articles

Effects of talent status and leader-member exchange on innovative work behaviour in talent management in Japan

ABSTRACT This study examined the effects of talent status (TS) on innovative work behaviour (IWB) and the moderating effects of leader-member relationship quality (LMX) on the relationship between TS and IWB among white-collar workers in Japanese firms. We analysed data from 876 participants. The results indicate that LMX positively affects IWB in the relationship between TS and IWB, and that it may be effective for organizations and innovation to recognize and identify the TS of workers to promote IWB. LMX quality is essential for promoting IWB.

An Examination of the Antecedents and Consequences of Leader Mindfulness: A Meta-Analysis

Leaders occupy the most critical roles in organizations. A growing body of research on mindfulness in the field of leadership suggests that mindfulness is a highly relevant and beneficial factor for comprehensive leader and organizational outcomes. However, the current literature presents much ambiguities with regards to the conceptualization of leader mindfulness, as well as its correlates and consequences. The purpose of this study is to quantitatively review the research related to leader mindfulness. Specifically, we are able to investigate and present evidence of the importance of leader trait mindfulness and mindfulness intervention targeting at leaders. Meta-analytic results from 53 independent samples and 8,134 leaders suggest that leader trait mindfulness significantly relates to both leaders’ and followers’ well-being (e.g., leaders’ reduced anxiety, depression, and stress; followers’ enhanced job satisfaction and decreased emotional exhaustion). Other important workplace correlates of leader trait mindfulness include leaders’ leadership styles (e.g., more transformational and authentic, while less abusive) and higher quality of leader-member relationships. In addition, leader mindfulness also enhances followers’ job performance (in-role, extra-role, overall job performance). While results fail to support the malleability of leader trait mindfulness through mindfulness intervention, findings indicate the apparent effectiveness of mindfulness intervention on leaders’ stress reduction. This quantitative review lays a solid foundation for advancing research on leader mindfulness.

The Relationships Between Self-Rated Emotional Intelligence (EI), Leader-Member Relationship Quality (LMX) and Cul-tural Value of Collectivism

The Relationships Between Self-Rated Emotional Intelligence (EI), Leader-Member Relationship Quality (LMX) and Cul-tural Value of Collectivism

Associations of Job Insecurity With Perceived Work-Related Symptoms, Job Satisfaction, and Turnover Intentions: The Mediating Role of Leader-Member Exchange and the Moderating Role of Organizational Support.

This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceived quality of LMX carried the effect of job insecurity on all outcomes, and that this relationship was stronger for employees who reported higher levels of POS. This study makes important theoretical and practical contributions to job insecurity, LMX, and POS research, underlining the importance of promoting the leader–member relationship’s quality in an ethical and supportive work environment.

Impact of Leader-Member Relationship Quality on Job Satisfaction, Innovation and Operational Performance: A Case in Vietnam

Impact of Leader-Member Relationship Quality on Job Satisfaction, Innovation and Operational Performance: A Case in Vietnam

Quality of Leader-Member Relationships in Saudi Arabia: Nursing Perspectives

Quality of Leader-Member Relationships in Saudi Arabia: Nursing Perspectives

Investigating the Role of Stress-Preventive Leadership in the Workplace Hospital: The Cross-Sectional Determination of Relational Quality by Transformational Leadership.

Introduction: A good relationship quality between leaders and staff members promotes mental health and prevents stress. To improve the relationship quality, it is important to identify variables which determine relationship quality at the workplace. Therefore, this study aims to identify specific leadership characteristics which support the development of a positive relationship between hospital leaders and staff members. Methods: A cross-sectional study design was applied. A total number of 1,137 leaders (n = 315) and staff members (n = 822) of different professions (physicians, nursing staff, therapeutic professionals, administration staff, IT staff, clinical services, office assistants, scientists, others) working at a tertiary hospital in Germany assessed transformational leadership style as a staff-oriented leadership style and leader–member relationship quality by self-report questionnaires [integrative leadership questionnaire (FIF), leader–member exchange (LMX-7) questionnaire]. The data were statistically analyzed by mean comparisons and a multiple linear regression analysis. Results: Leaders rated their own transformational leadership style (M = 3.98, SD = 0.43) systematically higher than staff members assessed their leader (M = 2.86, SD = 1.04). Evaluation of relationship quality showed similar results: leaders evaluated their relationship quality to one exemplary staff member higher (M = 4.06, SD = 0.41) than staff members rated their relationship quality to their direct leader (M = 3.15, SD = 0.97). From the staff members’ perspective, four sub-dimensions of transformational leadership, that is, “individuality focus,” “being a role model,” “fostering innovations,” and “providing a vision” showed large effect sizes in the regression analysis of relationship quality (R 2 = 0.79, F (14,690) = 189.26, p < 0.001, f = 1.94). Discussion: The results of our study are in line with previous investigations in other working contexts and point to a profession-independent association as the professional group of participants did not contribute to the variance explanation of the regression analysis. The exploration of potential determinants of relationship quality at work can, for example, support the development of leadership training programs with a focus on transformational leadership style. This might be an opportunity to foster high relationship quality between leaders and staff members and consequently might represent one strategy to prevent stress in the health care sector.

The Effect of Leader Rapport-Management Feedback on Leader–Member Relationship Quality and Perceived Group Effectiveness in Student Teams

Background: Preparing students to work on teams in the workplace is both important and challenging. The transfer of learning from school to work requires that faculty provide guidance to support teamwork processes, including team communication. Literature review: Leader communication, especially when nondirective, has been associated with team success. Nondirective leaders influence others and develop quality relationships through personal rather than position power. Personal power is created partly through interactions in which a leader's linguistic behavior effectively manages rapport with team members. Research questions: We wanted to explore the influence of team member feedback on leader rapport management, leader-member relationship quality, and perceived team effectiveness. Research methodology: We designed a feedback intervention that was delivered to team leaders within multidisciplinary student teams in a technical writing course. The study was a traditional, intervention-based, between-subjects quasi-experiment. Results/discussion: Despite its singular focus on team leader behavior, the intervention resulted in higher perceived group effectiveness. Although leader rapport management and leader-member relationship quality were higher in teams with feedback intervention, the effects were not statistically significant. Conclusion: We discuss several potential causes of our results, including several options for future research. Ultimately, because the intervention is simple to create and efficient to share, we conclude that it can supply instructors with one useful tool for intervening in student teamwork processes to improve team outcomes and for emphasizing the importance of interpersonal communication and leadership in teams.

Not all differentiation is the same: Examining the moderating effects of leader-member exchange (LMX) configurations.

Leaders often influence whether an employee stays or quits and yet research in collective turnover, or turnover at the work-unit level, has neglected leadership as a key antecedent. In the current study we examine how the quality of leader-member relationships within a group (i.e., leader-member exchange, LMX) influences building a shared mindset of collective organizational commitment and ultimately influences collective turnover. We build on a key tenet of LMX theory that leaders form differentiated relationships with followers and propose that not all LMX differentiation is the same and therefore, researchers must take into account the configuration, or mix of high and low LMX relationships, within a group. We expect LMX configurations will moderate the influence of LMX differentiation on collective turnover through the mechanism of collective organizational commitment. We find 5 configurations of LMX relationships, including a bimodal, solo-status low LMX, solo-status high LMX, and 2 fragmented configurations. As hypothesized, LMX differentiation positively relates to collective organizational commitment and negatively relates to collective turnover in a solo-status low LMX configuration and a fragmented LMX configuration, and negatively relates to collective organizational commitment and positively relates to collective turnover in a bimodal configuration. Theoretical implications and future research directions are discussed. (PsycINFO Database Record

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.

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.

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.

The Interactive Effects of Leader and Follower Moral Identity on Ethical Leadership and LMX Quality

Whereas previous research has focused either on the effects or antecedents of ethical leadership, we test for its mediating role between leader moral identity and quality of leader-member relationships. Extending previous research, we combine leader and follower perspectives by considering the degree of followers’ level of moral identity. Results of a dyadic field study suggest that leader moral identity predicts followers’ evaluation of ethical leadership and ultimately the quality of the leader-follower relationship. More importantly, supporting our proposition of a moderated mediation, we find evidence that the link between leader moral identity via ethical leadership to quality of leader-member relationships is stronger for followers with a strong (vs. weak) moral identity.

Culturally Diverse Leader-Member Dyads: A Theory on the Role Development Process

Leadership scholars have investigated the importance of leader-member dyads for several years. However, research has omitted the consideration of national cultural diversity with regards to leader- member relationships and the role development process. This research proposes a model that examines several cultural variables that may contribute to both leader-member relationship quality and the development of these relationships. Four antecedent variables to the leader-member role development process are discussed: Surface-Level Diversity, Acculturation, Cultural Values and Societal Tightness- Looseness, and Cultural Intelligence. Two moderators of the leader- member role development process are also proposed: Diversity Climate and Deep-Level Diversity. The aim of this research is to discuss the implications of culturally diverse relationships in the organizational context. Additionally, the purpose is to introduce the importance of the examination of immigrant national culture in the Leader-Member Exchange and Organizational Behavior literatures.

Humor Cuts Both Ways: Moderating Effect of Humor Styles in the Organizations

Humor plays a crucial role in the workplace communication. Even though leaders might not consider humorous leadership as an essential condition for company’s success, it is important for building effectively performing team. Participants of this study included 955 employees in Taiwan. The main goal of the study was to explore moderating effect of leader’s humor styles on the relationship between leader-member relationship quality and team performance. Results showed that leader-member relationship quality has a significantly positive influence on team performance. As for different humor styles that leaders use, while affiliative humor has a significantly positive influence on team performance, self-defeating humor has a negative effect on team performance. In addition, affiliative humor has a moderating effect on the relationship between leader-member relationship quality and team performance. The results may serve as suggestions for leaders how to apply humor.

Currencies of exchange and global LMX: How they affect employee task performance and extra-role performance

Two studies are presented in this research to integrate the unidimensional and multidimensional perspective of leader-member exchange (LMX). We posit that the dimensions of multidimensional LMX (LMX-MDM) are the exchange currencies of global LMX and investigate their joint effects on task performance and extra-role behaviors of employees. The results from Study One indicate that the affect, loyalty, contribution, and professional respect dimension of LMX-MDM influence overall level of leader-member relationship quality, and global LMX is positively related to task performance as well as organizational citizenship behaviors (OCB). Study Two partially replicates the results in Study One and demonstrates that global LMX is also associated with contextual performance of employees. Limitations and future research on LMX are discussed.