Leader-member Relationship Research Articles

The Relationship Between Ethical Leadership and Emotional Exhaustion in a Virtual Work Environment: A Moderated Mediation Model

The role of ethical leadership in virtual settings is not yet clearly defined, but it may be the key to addressing employees’ emotional exhaustion. In addition, to prevent emotional exhaustion, it is important to determine the role of work autonomy and teleworking intensity. The present research examined how and when ethical leadership influences emotional exhaustion through work autonomy and teleworking intensity. Data collected from 448 workers in the Colombian electrical sector were analyzed using a SEM moderated mediation model. The results indicate a positive relationship between ethical leadership and emotional exhaustion mediated by work autonomy. The results also show that teleworking intensity moderates the mediation process. Specifically, the positive impact of ethical leadership on emotional exhaustion stopped when teleworking intensity was high. Likewise, high teleworking intensity intensified the positive relationship between ethical leadership and work autonomy. Finally, high teleworking intensity dampened the positive relationship between work autonomy and emotional exhaustion. In conclusion, working virtually five days a week is a strategy that amplifies the leader-member relationship and becomes an advantage to effectively combat emotional exhaustion. The results obtained in this research are particularly relevant because they show for the first time that ethical leadership can have opposite effects on employees’ emotional exhaustion, both positive and negative, depending on the number of days teleworked, thus contributing to a new understanding of the characteristics of the ethical leader in a virtual environment.

The Impact Of Job Characteristics On Employee Turnover Intention Through Psychological Contract In The Pharmaceutical Industry Of Pakistan

Introduction: The purpose of this research work is to examine the effect of job characteristics on intended turnover in the pharmaceutical industry of Pakistan with the ‘Psychological contract’ as a mediator amidst specialized knowledge that is pertinent to the sector’s growth. The characteristics included in this paper are autonomy, task identity, and skill variety, whereby studies were done to determine the effects of these characteristics on employee turnover intentions. Thus, the psychological contract acts as a pivotal link to breach, thereby increasing dissatisfaction and emergence of turnover. Objective: The study aims at establishing correlation between job content and turnover intention, Leader Member Exchange (LMX) as the moderator and psychological contract as mediator. Therefore, this research aims at filling this knowledge gap in relation to strategies of employee retention within the pharmaceutical industry of Pakistan and the way through which workforce stability could be boosted. Methods: The quantitative method was adopted, and based on the PLS-SEM technique to assess the hypothesis regarding the interaction[1] of job characteristics, psychological contract, LMX and turnover intention. The data were collected form 328 full time employees of pharmaceutical industries established in Pakistan. Recording of overall fit indices also supported these results. Results: The results show that among the job characteristics, autonomy was statistically significant and positive with β = 0. 058 and p < 0. 05 with corresponding tests showing significance for the-job skill variety (β = 0. 184, p < 0. 01) and feedback (β = 0. 166 p < 0. 01) to positively influence the psychological contract, thus translating to reduced turnover intention. LMX mitigates this relationship with high-quality LMX being particularly beneficial in enhancing the effect of the psychological contract on retention; (β = 0. 329, t < 0. 001). Conclusion: Consequently, the study shown that job characteristics should be encouraged and leader member relations should be promoted in order to minimize turnover intention in the context of Pakistan’s pharmaceutical industry. These findings are relevant to the organizational leaders who wish to enhance the retention rates of their employees and increase productivity through the effective job design and leadership practices. This is an important step in the validation of the model and has implications for the discussion on workforce stability within growing high demand sectors for application across the industries.

Exploring Ethical Leadership, LMX, and Their Impact on Perceived Organisational Support and OCB in the Jordanian Telecom Sector

This study investigates the interrelationships among ethical leadership, perceived organizational support (POS), and organizational citizenship behavior (OCB) in the context of the Jordanian telecom sector, considering the moderating role of leader-member exchange (LMX). Employing a quantitative research design with a cross-sectional approach, data were collected through a questionnaire survey from 280 employees working in Jordanian telecom industries, and SmartPLs was used for data analysis. The results reveal substantial and meaningful associations between ethical leadership, POS, and OCB. Ethical leadership significantly and positively influences both POS and OCB, signifying that leaders who exemplify ethical conduct, fairness, and integrity contribute to employees' perceptions of organizational support and support their active engagement in citizenship behaviors. Moreover, the findings highlight a positive correlation between POS and OCB, indicating that when employees perceive robust organizational support, they are more inclined to extend their contributions beyond their job descriptions. LMX is shown to play a moderating role in the relationship between ethical leadership and OCB, as well as in the relationship between POS and OCB. These findings underscore the pivotal role that high-quality leader-member relationships play in amplifying the positive impacts of ethical leadership and POS on OCB. This research enriches understanding of ethical leadership, POS, and OCB within the Jordanian telecom sector. The implications of these findings are significant, providing valuable insights for organizations in this industry. These insights include developing and promoting ethical leadership practices, creating a supportive work environment, and strengthening leader-member relationships. The practical implications extend to leadership development programs, performance management systems, and reward structures that aim to encourage and reinforce OCB among employees.

MODEL KEPEMIMPINAN KONTIGENSI FIEDLER DALAM PENERAPAN E-GOVERNMENT

The utilisation of information and communication technology in government processes to improve the efficiency, effectiveness, transparency and accountability of governance. The application of E-government is important to help the government provide public services. The demand for transparency and accountability has finally become E-government as a key requirement so that the quality of good governance is not just a theory on paper. So that government agencies from the central to the regional level are obliged to implement the use of information systems and technology on a massive scale. The implementation of E-government in the regions is also in line with the demands of central government regulations that are concerned with the development of digital-based services. This research focuses on the role or model of government leadership. This research uses descriptive qualitative research methods. The results of the study found that the first Fiedler Contingency Model Leader Member Relationship is the most needed leadership model in the Public Service mechanism with data 60% strongly agree and 40% agree regarding this model which prioritises democracy as a pillar of service. The leadership model is carried out through democratic values. Second, the Degree Of Task Structure leadership model found that 80% strongly agree and 20% disagree. This means that the leadership model based on command lines is still relevant in the government bureaucracy. So that all duties and responsibilities are carried out based on TUPOKSI. So that there are no mistakes in providing policies or implementing policies. Third, namely Leader Position Power, the results showed that 40% strongly disagreed, 40% agreed and 20% strongly agreed. This means that this leadership model is less favoured by government officials because this model tends to be authoritarian and prioritise the selfishness of a leader.

A study on the structural relationship between emotional labor, job burnout, and turnover intention among office workers in Korea: the moderated mediating effect of leader-member exchange

BackgroundThis research investigated the interplay of emotional labor, job burnout, and leader-member exchange on turnover intentions among office workers in South Korea.MethodsAn online survey was conducted with 333 employees working in Korean small- and medium-sized enterprises. The target sample consisted of in-house employees who do not deal with external customers. All the measurement and structural models of this study were analyzed using SPSS 27.0 and Amos 28.0.ResultsThe survey revealed that emotional labor indirectly influenced turnover intentions via job burnout and leader-member exchange. Deep acting intensified job burnout, thereby elevating turnover intentions, while surface acting mitigated job burnout.ConclusionsThe findings underscored the importance of managing emotional labor and job burnout and fostering robust leader-member relationships to reduce staff turnover. Moreover, leader-member exchange was found to mitigate the effects of emotional labor on job burnout and turnover intention, with higher leader-member exchange reducing the negative impact of deep acting on turnover intention through job burnout.

Exploring the Nexus: Hierarchy, Identity, and Citizenship Behavior in Prison Organizations

This study investigates the interrelationships between hierarchical dynamics, organizational identity, and organizational citizenship behavior (OCB) in prison organizations. Through regression analysis, structural equation modeling, and hierarchical linear modeling, the study validates 11 hypotheses regarding the influence of emotional attachment, personal life integration, and obedience to superiors on organizational identity and OCB. Findings reveal significant positive correlations between emotional attachment, obedience to superiors, organizational identity, and OCB. Team cohesion moderates the relationship between organizational identity and individual-oriented OCB. The mediating role of organizational identity is evident in the relationship between hierarchical dynamics and OCB. The study underscores the importance of fostering positive leader-member relationships and promoting organizational cohesion to enhance employee engagement and performance.

Evaluating the Impact of Leader-Member Exchange (LMX) Theory on the Interactions Between Managers and Employees in Chosen Ghanaian Banking Institutions

Purpose - The objective of this study is to explore how employee results, including job performance and job contentment, are linked to evaluations made by both employees and managers concerning the caliber of. the leader-member relationship (referred to as LMX). Design/Methodology/Approach – A correlational design and descriptive survey method were employed to collect data through a questionnaire administered to both superiors and their subordinates. The study utilized data from 10 banks to test the hypothesis. Findings: The study revealed a moderate link in relation to the exchanges within leader-member relationships and their impact on employee job performance. The investigation identified a minor but positive association between the motivation of employees and the efficacy of interactions between leaders and subordinates. The gender of leaders did not notably affect the caliber of interactions between leaders and followers.

How does a good leader–member relationship motivate employees' innovative behaviour?

PurposeEnterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.Design/methodology/approachBased on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.FindingsThe study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.Originality/valueThe results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

Socializing into a Profession with High Early Turnover: Nursing Students’ Expectations for Leader-Member Relationships

ABSTRACT The nursing profession is wrought with high levels of turnover, particularly among new nurses. One reason for this turnover may be explained by a disparity between what new nurses expect in terms of communication from leaders and coworkers and what they realistically receive. This study uses a mixed-methods experimental design to explore young adult nursing students’ preferences for manager communication behaviors, how different managerial archetypes influence nursing students’ perceptions of their leader, and how personal factors may influence nursing students’ preferences for various managerial styles. Findings suggest that new nurses prefer more mentor- and teacher-type managers and that managerial archetypes influence young adult nursing students’ perceptions of leader credibility, effectiveness, leader-member exchange, and employee commitment. Furthermore, personal factors such as self-worth and desire for relational communication behaviors influence preferred manager type. Participants’ qualitative responses reveal several task and behavioral wants and needs of new nurses. Findings from this study can informatively help to bridge the gap between expectations and reality in the nursing profession, thus addressing a potential reason for consistent turnover.

Education Recovery Mission 2022: Understanding the Role of Leader-Member Relationship upon Organizational Citizenship Behaviour (OCB): A Case Study Approach

COVID-19 has brought voluminous disruptions in Education in the form of abrupt closure of schools, ungreeted online classes and students' learning & performance challenges. This study aims to recover unmet educational targets. It investigates the impact of Leader-Member Exchange (LMX) on the Employees' Performance in a leading college in Karachi as a case study. Relevant information is gathered from the said organization through interviews and a questionnaire, and the sample size includes 102 subjects. The statistical tool applied in this study is LMX-MDM, which assists in measuring the relationship quality between different organizational levels, and the OCB scale introduced by Podsakoff highlights 24-item help investigating the OCB variables and their impact on employees' performance. The correlational Regression Model was run, and findings show that the chosen constituents of LMX have a positive and significant relationship with the teachers' behavior and improved performance. The research provides insight into different ways to integrate strategies to motivate the workforce to achieve the unmet educational targets due to the pandemic. The study also serves as a reference for stakeholders in Academia to introduce a new set of techniques and enhance the performance in educational settings during the pandemic.

Linking Ethical Leadership to Employee Creative Performace: The Role of Leader-Member Exchange and Work Engagement

Purpose: The purpose of this research is to investigate the mediating role of leader-member exchange (LMX) and work engagement in the relationship between ethical leadership and creative performance. Theoretical framework: The study is based on the theoretical foundation that ethical leadership positively influences creative performance. It further posits that this relationship is mediated by both leader-member exchange (LMX) and work engagement. Design/Methodology/Approach: Data for this study was collected from a Vietnamese service firm, with a sample comprising 78 leaders and 354 employees. The collected data was analyzed using structural equation modeling (SEM) to examine the proposed relationships. Findings: The findings of the study indicate a significant and positive correlation between ethical leadership and creative performance. Additionally, the study reveals that ethical leadership exerts an influence on both leader-member exchange (LMX) and work engagement, which subsequently enhance employees' demonstration of creativity in their work. Research, practical & social implications: This research sheds light on the mediating mechanisms through which ethical leadership impacts creative performance. The findings highlight the importance of fostering positive leader-member relationships and promoting work engagement in order to enhance employees' creative behaviors. Practically, the study suggests that organizations should prioritize the development of ethical leadership qualities to foster a creative work environment. Moreover, the research contributes to the broader social implications by emphasizing the significance of ethical leadership in promoting creativity and innovation within organizations. Originality/Value: This research contributes to the existing literature by examining the mediating role of leader-member exchange and work engagement in the relationship between ethical leadership and creative performance. The study provides valuable insights into the mechanisms through which ethical leaders can enhance creativity in the workplace. The findings of this research contribute to the understanding of the importance of ethical leadership and its impact on organizational outcomes, thereby adding to the originality and value of the study.

Examining toxic leadership, pay satisfaction and LMX among nurses: evidence from Ghana

PurposeThe purpose of this paper is to establish a relationship between pay satisfaction and leader–member relationship and examine pay satisfaction as a moderator of the relationship between toxic leadership and LMX among public sector nurses in Ghana.Design/methodology/approachUsing a cross-sectional survey approach, the authors used questionnaires to collect data from 225 nurses working in public hospitals in Ghana. The hypotheses were tested using covariance-based structural equation modelling.FindingsThe results of this study revealed that pay satisfaction levels of nurses had an influence on leader–member exchange (LMX). The results further showed that pay satisfaction as a moderator of the relationship between toxic leadership and LMX was not statistically significant.Research limitations/implicationsCross-sectional surveys are often criticised for causality issue. The causality issue here is that the link between toxic leadership, pay satisfaction and LMX was explored at a given point in time and ignores changes through time.Practical implicationsHospitals must encourage their leaders to demonstrate more supportive and positive behaviours to foster positive leader–member relationships. Maladjusted, malcontent and malevolent leadership behaviours are dangerous for nurses and hospitals and can be addressed through leadership training and development.Social implicationsToxic leadership has considerable organisational costs of low productivity and negative work relationship at the workplace. The indirect effects of toxic leadership at the workplace on employees’ families and friends are often silent in organisations.Originality/valueNurses have been ignored in toxic leadership research in emerging economies. LMX is extended to examine toxic leadership and pay satisfaction in public hospitals in an emerging economy.

THE RELATIONSHIP OF LEADERSHIP WITH HEALTH WORKER IN TAMALANREA JAYA COMMUNITY HEALTH CENTER, MAKASSAR CITY

Performance can be defined as the evaluation of employees' accomplishments in relation to pre-established work standards. One of the factors that affect performance is the leadership factor of a leader to be able to communicate and influence his subordinates so that they can work to achieve organizational goals. Purpose: This study aims to examine the impact of different leadership factors, such as leader-member relationships, task structure, and the leader's position power, on the performance of healthcare staff at the Tamalanrea Jaya Health Center in Makassar City. Methods: The study conducted between January and April 2023 at Tamalanrea Jaya Health Center involved a population of 37 health workers who were selected using the total sampling technique. The research method employed was a cross-sectional design with a quantitative approach. The data analysis techniques used were univariate and bivariate, and the tests applied were the Fisher exact test and contingency coefficient test. Results: The study's findings revealed that the performance of healthcare professionals at Tamalanrea Jaya Health Center was associated with three factors: leader-member relationship (p=0.001), task structure (p=0.012), and the leader's power position (p=0.005). Conclusion: The performance of healthcare workers at the Tamalanrea Jaya Health Center in Makassar City is correlated with leader-member relations, task structure, and the power of the leader's position. It is recommended for leaders to improve supervision and evaluation related to discipline and timeliness of entering employee working hours

Team-member and leader-member exchange, engagement, and turnover intentions: implications for human resource development

ABSTRACT This study investigated the underlying dynamics between team member exchange (TMX) quality, leader-member exchange (LMX) quality, engagement, and turnover intentions through the lens of Job Demands-Resources (JD-R) theory. Data were collected from 407 employees working at United States and Israeli firms via a questionnaire. Findings indicated that work engagement mediates the relationship between TMX quality and turnover intentions and that LMX moderates this mediation. Specifically, in high and moderate LMX quality conditions, the impact of TMX quality on work engagement was stronger; and LMX moderated the impact of work engagement on turnover intentions by lowering turnover intentions further. When leader-member relations were not of high or moderate quality, TMX quality did not associate significantly with employee work engagement. Findings contribute to human resource development (HRD) literature on work engagement and turnover by addressing a) the connection between TMX and engagement, b) the mediation effect of engagement in the relationship between TMX and turnover intentions, and c) moderating effect of LMX. Implications for human resource development practices, in particular, for managerial training and leadership development and for performance appraisal, were discussed with the focus on team building to promote individual work engagement and reduce turnover.

Beyond LMX: toward a theory-based, differentiated view of leader–member relationships

PurposeThis conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.Design/methodology/approachThis study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.FindingsThe themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.Research limitations/implicationsEach theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.Practical implicationsThe model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.Originality/valueThe model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

The power of emojis: The impact of a leader's use of positive emojis on members' creativity during computer-mediated communications.

The existing literature on emojis offers limited insights on the effects of using emojis in organizational settings, especially in the context of leader-member relationships. The current research examines how a leader's use of positive emojis can influence members' creative performance, a critical determinant of an organization's success and productivity. We find that a leader's use of positive emojis enhances members' creativity and that this effect is mediated by a decrease in members' perception of objectification by the leader. We further find that this impact of a leader's use of positive emojis on members' creativity is stronger when members have a higher level of relationship orientation. Contrary to the popular belief that the use of emojis in a work setting is inappropriate, our findings reveal that leaders' use of emojis has positive impacts on important workplace outcomes. These findings provide important guidelines on how to apply emojis to computer-mediated communications at work by demonstrating the circumstances in which positive consequences of using emojis occur.

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.

Antecedents of Resistance to Organizational Change: A Systematic Literature Review

Purpose-To examine the antecedents of individual resistance to organizational change, supporting theories (models) and research methods. Design/methodology/approach- Systematic reviews were conducted based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA). Two electronic databases (Scopus, Web of Science) were systematically screened, all articles of empirical quantitative research examining individual resistance to change in organizational settings were eligible for inclusion. Findings- 20 articles meet the study criteria. Only trust in management and cognitive flexibility were correlated with all 3 dimensions of resistance to change (behavioral, cognitive, affective). Dispositional resistance to change, cognitive flexibility, mindfulness, trust, leadership, leader-member relationships, participation, communication, and justice were the main antecedents of different dimensions of resistance to change. 9 articles describe support of theories (models). Articles tend primarily to cross-sectional and correlation design. Limitations/implications-Restricted to two electronic databases, empirical quantitative research, and English articles may lead to under-representation of research conclusions. The findings imply the three-dimensional concept of resistance to change may more precisely explain the relationship between antecedents and specific resistance components. This study provides suggestions for improving the effectiveness of the management of organizational change resistance and fills the gap in the systematic literature review on antecedents of resistance to organizational change.

Mapping knowledge-sharing behavior through emotional intelligence and team culture toward optimized team performance

PurposeResearch unveiled that interdisciplinary health-care teams are often found to be ineffective because of deprived team mechanisms. Considering effective team functioning, a leader’s non-cognitive abilities, knowledge-sharing behavior and the role of culture remain central concerns of health-care teams. This study aims to investigate how a leader’s emotional intelligence (EI) in a prevailing team culture can nurture the sharing of knowledge and enhance team EI that influences team performance.Design/methodology/approachThe authors used multisource data representing a sample of 195 teams (735 respondents) to examine the hypothesized relationships by using the analytic strategy of partial least squares-structural equation modeling. This study bridged the methodological gap by using the repeated indicator approach that includes the reflective-formative second-order hierarchical latent variable model.FindingsThe results revealed a standpoint that leaders practicing the ability of EI influences team performance by understanding each other emotions in the leader–member relationship. Further, culture adds value and maps knowledge-sharing behavior which is tailored and beneficial for effective team outcomes.Practical implicationsThis study provides valuable inputs by articulating uniquely modeled variables for health-care teams confronting high work demands. This study highlights that leaders' EI can enhance understanding of the emotions of the team and can exchange information by harnessing knowledge-sharing behavior amongst professionals.Originality/valueThis study provides a novel contribution by integrating leaders’ EI, knowledge-sharing behavior, the role of culture and team performance in a single framework. The integrated theoretical model sheds light on team working in the health-care setting and advances the understanding of a leader’s EI and team culture through mapping knowledge sharing particularly being central to enhancing team performance.

Comparing the effects of interpersonal and intergroup relative leader–member exchange in nested workgroups

In this study we explored the influence on employees of interpersonal relative leader–member exchange and intergroup relative leader–member exchange in regard to work behaviors with different levels of risk and uncertainty (i.e., task performance vs. innovative behavior), depending on subgroup uncertainty. We examined our theoretical model by surveying 309 employees in 58 member subgroups. Results showed that both interpersonal and intergroup relative leader–member exchange were positively associated with internal and temporary workers' task performance, interpersonal relative leader–member exchange was positively associated with the innovative behavior of internal workers but not temporary workers, and intergroup relative leader–member exchange was positively related to temporary workers' innovative behavior but negatively linked to internal workers' innovative behavior. Our findings suggest that the effects of interpersonal and intergroup relative leader–member exchange on members' behaviors may vary with the subgroup identities.