Leader-member Relationship Research Articles

Inside the Leader-Member ""Double-Interact"": A Temporal Theory of Leader-Member Exchange (LMX)

In this study we conceptualize the process of leader-member exchange (LMX), with the leader-member ‘double-interact’ at its core. We take a dynamic systems approach and build on recent insights from personality dynamics research (e.g., Sosnowska, Kuppens, De Fruyt, & Hofmans, 2019) and interpersonal theory (e.g., Hopwood et al., 2018) to capture and understand the patterns of interpersonal behavior in the leader-member dyad. We dissect the emergent pattern of interpersonal behavior and show how these different patterns influence the quality and sustainability of the leader-member relationship. Next, we explain how this leads to four general LMX- development scenarios that differ in their quality and sustainability. Our temporal theory contributes to the literature by capturing and explaining the moment-to-moment interpersonal behavior dynamics in the leader-member dyad, incorporating trait-perspectives, behavioral-perspectives, LMX theory, and power structures into a unified model, thereby bridging largely disconnected fields within leadership research (Avolio, 2007), and explain how LMX develops over longer time-periods. As such, we present a forward-looking theory which directs (rather than follows) methodological developments and provides conceptual insight in the dynamic interpersonal process between leader and follower.

The Relevance of Employees’ Expectations Regarding Leaders’ Health Promotion for Employee Well-Being

Despite the increasing interest in leaders’ health-promoting behavior, employees’ role in the effectiveness of such behavior and the mechanisms underlying how such leadership behavior affects their well-being have largely been ignored. We argue that health-promoting leadership behavior is most beneficial for employee well-being (here: exhaustion and work engagement) if it is congruent with employees’ expectations regarding their leaders’ health-promoting support. We further propose that congruent behavior relates to better employee- rated leader-member relationships (leader-member exchange, LMX) and to more health-promoting behaviors by employees, which, in turn, positively relates to their well-being. A field study and an experimental study largely supported our hypotheses. Polynomial regression analyses revealed that incongruence between expected and actual health-promoting leadership behavior negatively related to LMX quality. Furthermore, congruence effects varied with the level of health-promoting leadership: congruence at high levels (when both expected and actual health-promoting leadership behavior were high) was more strongly associated with LMX quality and employees’ self- care behavior than congruence at low levels. Our results highlight the pivotal role of employees’ expectations regarding leaders’ health support and help in building practical interventions with regard to leaders’ health promotion.

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

The vicious cycle of unfairness and conflict in teams

PurposeTeams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams.Design/methodology/approachThe authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations.FindingsThe results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach.Research limitations/implicationsThis paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types.Practical implicationsThe application of cooperative conflict management enables employees to break up the vicious cycle of unfairness.Originality/valueThis paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.

LMX Differentiation and Group Outcomes: A Framework and Review Drawing on Group Diversity Insights

In this review, we address inconsistencies and a lack of clarity in the study of leader-member exchange (LMX) differentiation and group outcomes. We do so by drawing on another highly visible group dispersion literature in the management domain, group diversity, based on the recognition that LMX quality is a characteristic on which group members vary. Utilizing insights from Harrison and Klein’s typology of group diversity constructs, we introduce a framework that specifies the meaning and shape of three variations of differentiated leader-member relationships in groups and connects each construct with implications in terms of theorizing and measurement. Specifically, our framework conceptualizes LMX differentiation as LMX separation (dispersion in LMX relationships as disagreement or opposition regarding an opinion, perception, or position), LMX variety (dispersion in LMX relationships as distinctiveness in kind, source, or category), and LMX disparity (dispersion in LMX relationships as inequality in concentration of valued social assets or resources). We then apply this framework to conduct a systematic review of the LMX differentiation literature with particular attention to alignment among a study’s descriptions of the construct, application of theory, expected group outcomes, and construct measurement. Finally, we offer recommendations for future research and for applying our framework to enhance reliability, validity, and generalizability in studies of LMX differentiation and group outcomes.

Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification

PurposeThis study aims to construct and empirically test a theoretical model of a mediated relationship between ethical leadership and organizational cynicism.Design/methodology/approachFrom a communication perspective, this study examines the underlying mechanism of the association between ethical leadership and organizational cynicism. A cross-sectional survey was sent to participants in different occupations. Path analysis was used to test the overall model fit.FindingsThe results indicate that ethical leadership has both a direct and indirect effect on organizational cynicism through the mediating role of leader-member exchange (LMX) and organizational identification. However, a surprising finding is that the mediating mechanisms of LMX and organizational identification are not in a parallel structure, but in a serial pattern. That is, the mediating role of LMX is further mediated by organizational identification.Originality/valueThis study contributes to the literature in several aspects. First, the study sheds light on leadership as an important source of organizational cynicism. In particular, the theoretical model presents pathways that show how the predictive effects of ethical leadership on organizational cynicism are mediated through leader-member relationships and organizational identification. Second, the theoretical analysis on the mediating process highlights the role of communication in facilitating the influence of leadership and constructing organizational identification. Third, the mediating model offers concrete guidance for organizations in their attempt to mitigate organizational cynicism.

Transformational leadership and employee creativity across cultures

PurposeThe study compares the impact of four components of transformational leadership (TL), namely, idealized influence (II), inspirational motivation, intellectual stimulation (IS), and individualized consideration (IC) on employee creativity (EC) at the workplace between Turkey and Algeria, taking into account the mediating effect of employee's creative role identity (CRI).Design/methodology/approachData were collected from 688 managers working for conglomerate companies in both countries and the analysis was performed using a two-stage structural equation modeling (SEM) for model and hypothesis testing.FindingsThe findings highlighted that managers from both countries have divergent stances toward TL’s impact on EC; Algerian managers recognized the impact relationship between CRI and EC. Meanwhile, Turkish managers believed in the efficiency of every component independently.Research limitations/implicationsWhen generalizing the research results, a debate might arise in regards to both the data collection instrument and the data being collected from two companies only. Therefore, upcoming research might opt for using further data collection methods and expand the data collection sources to cover larger targets.Practical implicationsThe study's findings help in assisting managers and decision-makers in both countries into strategically adjusting their managerial approaches accordingly and appropriately stimulating EC at the workplace.Social implicationsThe findings provided insights into elevating and strengthening a mere formal leader–member relationship to a personally satisfying and mutually beneficial social bond.Originality/valueThroughout literature, the light was shed on the fundamental, yet, infrequently discussed link between TL components and employee CRI. The comparative nature and findings of our study could be considered building blocks for further academic research about leadership in both countries.

Innovative work behavior through high-quality leadership

PurposeThe purpose of this study was to understand how innovative work behavior (IWB) was affected by leaders’ relationships with their employees to enhance engagement/job commitment in the grocery retail industry. The general business problem is some organizations in the grocery retail industry lack IWB to generate innovative solutions to remain competitive.Design/methodology/approachThis study used a qualitative method and a single case study design because the literature identified a need to understand how the leader–member relationships, employee engagement/job commitment and employee idea generation and implementation affect organizational innovation in the grocery retail industry. Using this method and design provided the appropriate approach to explore a single organization business process model for innovation. The three data sources for this study were semistructured one-on-one individual interviews, a single focus group and relevant organizational documentation.FindingsThe findings showed high-quality relationships between knowledge workers and their leaders can positively affect their engagement/job commitment and ability to generate and implement useful ideas. A fundamental catalyst for IWB is when all four critical forces are in alignment including high-quality relationships between the knowledge workers and their leadership, the employee is fully engaged and the organization promotes risk-taking behavior to create new ideas with its commitment to innovation through resources and prioritization. The millennial participants indicated their leaders should be more transformational leaders coaching and mentoring them rather than transactional task-oriented disciplinarians. The Generation X and baby boomer participants were seeking more autonomy and resources to explore ideas.Research limitations/implicationsFuture researchers could consider exploring a deeper understanding of the multigenerational knowledge workers’ needs to help leaders stimulate employee engagement/job commitment and increase IWB.Practical implicationsOrganizations are able to meet the market demand for innovation and remain competitive.Social implicationsHigher quality leader–member relationships lead to employee engagement/job commitment that can increase innovation.Originality/valueThe findings were the trends and preferences revealed within generational groupings. The needs and wants expressed by the millennial participants indicated that their leaders should be more of a coach and mentor. The Generation X and baby boomer participants were seeking more autonomy and resources to explore ideas.

Context and conditions matter: Stress and strain in the exercise of leadership power

Current research shows that a significant number of leaders suffer from strain which effects their application of power. This is a highly relevant leadership issue in today’s challenging business world. This study applies conservation of resources theory and the critical leadership studies approach to re-think leadership dynamics such as stressors and strain factors and their influence on power-related behaviour. The leader role, leader–member relations, workplace, organization and environment can be identified as resource passageways which create, maintain or limit the development of resources such as power-related behaviour. Research on the self-assessments of 43 German leaders from private sector shows that strain factors, leader role and leader–member relations can influence power-related behaviour. The data also show the importance of clarifying demands and expectations to prevent resource loss, otherwise overtaxed leaders are highly likely to use negative forms of power-related behaviour. The results demonstrate the need to improve understanding of the leader role with its increasing demands to be more flexible, agile and ambidextrous, but also to accept the human limitations of those who take on senior positions. Hence, the study findings demonstrate that context and conditions shape the situation in which leaders are embedded and therefore how to handle power is not only a problem for leaders themselves. The article also discusses the limitations of these findings and outlines possible directions for future research.

English

This study investigates the mediating role of organizational citizenship behaviours (OCBs) on the leader-member exchange (LMX) and employee performance relation and the degree to which work experience moderates the relation between leader-member exchange and OCBs. Lecturers from six technical universities in Ghana, making up three hundred and thirty-six lecturers, were selected using convenience sampling. The participants completed self-administered surveys. OCBs fully mediated the association between LMX and employee performance. Furthermore, the findings indicate that the interplay between LMX and work experience on OCBs is compensatory in nature such that as work experience increases, the positive association between LMX and OCBs decrease. Managers of higher education institutions should create enabling work environments that encourage high-quality LMX and citizenship behaviours. Moreover, as work experience tends to attenuate the positive influence of LMX on OCBs, managers in higher education should focus their attention on employees with low rather than high work experience. This research adds to the employee performance literature through examining a novel link among leader-member exchange, organizational citizenship behaviours and performance. Key words: Leader-member exchange, organizational citizenship behaviours, Ghana, Technical University.

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

PurposeThe purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.Design/methodology/approachBased on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.FindingsResults of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.Originality/valueThe relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

항공사 객실승무원의 성격특성, 리더-구성원 교환관계, 직무태도와의 관계 연구

본 연구가 수행한 연구 결과를 요약하면 다음과 같다. 첫째, 객실승무원의 성격특성과 직무태도의 조직몰입과의 영향관계에서는 성격특성 중 경험에 대한 개방성, 외향성, 성실성, 정서적 안정성 요인은 조직몰입 요인에 유의적인 영향을 미치는 것으로 나타났다. 객실승무원의 성격특성과 직무태도의 직무만족과의 영향관계에서는 성격특성의 모든 요인이 직무만족에 유의적인 영향을 미치는 것으로 나타났다. 둘째, 객실승무원의 성격특성 요인과 LMX의 공헌 요인과의 영향관계에서는 성격특성 중 친화성과 성실성 요인은 공헌 요인에 유의적인 영향을 미치는 것으로 나타났다. 객실승무원의 성격특성과 정서적 유대감과의 영향관계에서는 성격특성 중 경험에 대한 개방성, 성실성, 정서적 안정성 요인은 정서적 유대감 요인에 유의적인 영향을 미치는 것으로 나타났다. 객실승무원의 성격특성과 충성심과의 영향관계에서는 성격특성 중 경험에 대한 개방성, 친화성, 성실성, 정서적 안정성 요인은 충성심 요인에 유의적인 영향을 미치는 것으로 나타났다. 객실승무원의 성격특성과 전문성 존중과의 영향관계에서는 성격특성 중 경험에 대한 친화성과 성실성 요인은 전문성 존중 요인에 유의적인 영향을 미치는 것으로 나타났다. 셋째, 객실승무원이 지각하는 LMX와 직무태도의 조직몰입과의 영향관계에서는 LMX 요인 중 정서적 유대감과 충성심 요인은 조직몰입 요인에 유의적인 영향을 미치는 것으로 나타났다. 객실승무원이 지각하는 LMX와 직무만족과의 영향관계에서는 LMX의 모든 요인이 직무만족에 유의적인 영향을 미치는 것으로 나타났다. 넷째, 객실승무원의 성격특성과 조직몰입과의 관계에서 LMX의 매개효과 검정에서는 LMX의 정서적 유대감 요인이 성격특성의 성실성 요인과 조직몰입 간에 유의적인 매개역할을 하는 것으로 나타났다. LMX의 충성심이 성격특성의 경험에 대한 개방성, 성실성, 정서적 안정성과 조직몰입 간의 관계에서 유의적인 매개역할을 하는 것으로 나타났다. 또한 객실승무원의 성격특성과 직무만족과의 관계에서 LMX의 매개효과 검정에서는 LMX의 공헌 요인은 유의적인 매개역할을 하는 것으로 나타났다. LMX의 정서적 유대감 요인은 성격특성의 경험에 대한 개방성, 성실성, 정서적 안정성과 직무만족과의 관계에서 유의적인 매개역할을 하는 것으로 나타났다. LMX의 충성심은 성격특성 중 경험에 대한 개방성, 친화성, 성실성, 정서적 안정성과 직무만족과의 관계에서 유의적인 매개역할을 하는 것으로 나타났다. LMX의 전문성 존중은 성격특성 중 친화성, 성실성과 직무만족과의 관계에서 유의적인 매개역할을 하는 것으로 나타났다. 이와 같은 결과를 보면, 객실승무원들은 책임이 강하고, 동료에게 협력적일 뿐만 아니라 본인의 의무에 충실하다는 것을 알 수 있다. 따라서 이러한 객실승무원에 대해서는 회사에서 그들의 공로를 인정해 줄 수 있는 제도적 뒷받침이 필요할 것으로 보인다.

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

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

Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior

PurposeThe purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship.Design/methodology/approachThe authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses.FindingsResults indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high.Practical implicationsOrganizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence.Originality/valueFindings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.

How does the collaboration with dominant R&D performers impact new R&D employees' innovation performance in different cultural contexts? A comparative study of American and Chinese large firms

In R&D activity that is more dependent upon innovative ideas, does culture still play a significant role in determining the impact of leader-member relationship on R&D employees' innovation performance? Prior studies mostly examined the cultural influence in a general sense, but studies making a cross-cultural comparison especially in divergent work settings are rare. This study thus contributes to existing literatures by empirically testing the culturally implicit leadership theory in R&D activity with the patent co-inventing data of 51 Chinese and American firms. We find that compared with those in American firms, new R&D employees who act as subordinates in Chinese firms have stronger initiatives to collaborate with dominant R&D performers who act as leaders, while new R&D employees in American firms appear to be more indifferent to this relationship, even if they are aware that an earlier collaboration with dominant R&D performers is beneficial. In Chinese cultural context that is characterized by hierarchy and collectivism, this collaboration plays an inverted parabolic role in determining the new R&D employees' innovation performance from both quantitative and qualitative aspects. By comparison, this impact is not significant in American culture that is distinguished by democracy and individualism. Policy implications based on the Chinese cultural context are given at the end of this study.

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.

Exploring the Relationship Between Contact Frequency, Leader-Member Relationships, and Patient Safety Culture.

This study uses Leader-Member Exchange theory to explore the associations between contact frequency (CF) of nurse leaders and their team members, leader-member relationship, and patient safety culture. Leader-member relationships are an important part of patient safety culture development. The behaviors of leaders to achieve these relationships are unknown. This study explores CF as a leader behavior to improve patient safety culture. Cross-sectional survey of bedside nurses (N = 746) from an 8-hospital system. A significant association was found between relationship strength and patient safety culture; CF's effect on relationship and patient safety culture was demonstrated. Contact frequency may support relationships between leaders and members and improve patient safety culture on nursing units. Future studies should explore factors that could be enhancing and limiting CF.

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.

The influence of leader-member exchange differentiation on work unit commitment: the mediating role of support climate

We investigated whether the influence of LMX differentiation (the extent to which the quality of the leader-member relationships within a work unit varies) on work unit commitment is mediated by support climate. We tested this mediated relationship in a sample composed of 30 health care units. The results obtained showed that LMX differentiation measured at Time 1 was negatively related to work unit support climate measured one year later (Time 2), which in turn was positively related to work unit commitment measured at Time 2. The negative indirect effect of LMX differentiation on work unit commitment through support climate was statistically significant. Our study contributes to having a better understanding of the role of LMX differentiation in work unit functioning.