Moderating Effect Of Leader-member Exchange Research Articles

The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement

PurposeDrawing upon curiosity drive theory, we examine the effects of epistemic curiosity (EC) on employees' innovative work behavior. Additionally, we explore the potential mediating role of work engagement (WE) and the moderating effects of leader-member exchange (LMX).Design/methodology/approachThe data were collected from 406 employees employed in public service organizations within the United Arab Emirates. Structural equation modeling was employed as the analytical approach to test the hypotheses.FindingsThe findings of this study indicate that EC is positively related to innovative work behavior. Further, WE mediates the relationship between EC and creative work behavior. Moreover, LMX moderates the indirect effect of WE on the link between EC (interest and deprivation types) and innovative work behavior. The mediating association is stronger when the leader and member’s exchange is high.Practical implicationsThis study will assist practitioners of service organizations in focusing their attention on EC to enhance employees' innovative work behavior and achieve optimal performance. Our research extends work on interest and innovative work behavior in an emerging economic context.Originality/valueOur study suggests that policymakers should embrace the philosophy of curiosity to nurture innovative behavior in the workplace.

Investigating the influence of thriving at work on hotel employees’ service performance with the moderating effect of leader-member exchange

This paper investigates the influence of hotel employee's thriving at work (including learning and vitality) on their service performance, and explores how leader-member exchange (LMX) moderates this influence. The sampling object of the questionnaire is the employees of 5-star hotels in the north, central, and south of Taiwan who are willing to answer the questionnaires. Purposive sampling is employed. In total, 900 surveys were disseminated throughout Taiwan., including 300 each in the north, central, and south. Out of these, 657 acceptable surveys were collected, resulting in a 73% response rate. The research findings show that: (1) learning positively affect service performance; (2) vitality positively affect service performance; (3) LMX negatively moderates the influence of learning on service performance; (4) LMX negatively moderates the influence of vitality on service performance. At last, the paper proposes managerial implications and subsequent recommendations derived from the research findings.

Global responsible leadership traits and employee sustainable performance in Malaysia: a gender comparative analysis

Purpose This study aims to address existing gaps in the literature and theories by investigating the influence of responsible leadership traits on employees’ sustainable performance (E-SuPer) in the Malaysian service sector. Specifically, the authors focus on three key responsible leadership traits: relationship building, relational governance and sharing orientation. Additionally, the authors explore how these traits interact with leader-member exchange (LMX) and whether gender plays a role in this relationship. Design/methodology/approach A total of 235 usable responses were analysed using partial least squares structural equation modelling. Multi-group analysis (MGA) was employed to examine the moderating impact of gender. Findings The results showed that both relationship building and relational governance significantly affect E-SuPer among organisations in the service industry. LMX was found to be a significant moderating condition influencing the association between responsible leaders’ sharing orientation and E-SuPer. Interestingly, the MGA results suggest that the effect on male employees was greater than on female employees across the relationships examined. The findings suggest that responsible leadership traits are essential for sustainable employee performance, but there is room for improvement in how these traits are perceived by female employees. Social implications The present study contributes to gender equality agenda, supports the sustainable development goals, adds to the growing body of knowledge on the relationship between responsible leadership traits and E-SuPer within one of the most important economic sectors in Malaysia and sheds lights on the moderating effect of LMX. Originality/value This study investigates how responsible leadership traits affect E-SuPer in the service industry, particularly among male and female employees. Moreover, this study is one of the early investigations into the significance of responsible leadership within Malaysian service sector and offers valuable information for industry actors to improve their management approaches.

직무요구와 적응수행 간 관계에서 직무탈진의 매개효과와 LMX 질과 정서적 안정성의 조절효과

The purpose of this study was to investigate the influence of job demand(work load, time pressure, role conflict, and role ambiguity) on adaptive performance and the mediating effect of burnout. Also, this study examined the moderating effect of leader-member exchange on the relationship between quantitative demand and burnout, and the moderating effect of emotional stability on the relationship between qualitative demand and burnout. Using the survey research method, data were collected from 272 employees who were working in a variety of organizations in Korea. As results, work load, time pressure, role conflict, and role ambiguity had positive relationships with adaptive performance. And burnout had complete mediation effect on the relationship between work load, time pressure, role conflict, and role ambiguity and adaptive performance. And emotional stability had moderation effect on the relationship between qualitative demand and burnout. Specifically, the positive relationship between qualitative demand and burnout was weaker when emotional stability was high rather than low. On the other hand, moderating effect of leader-member exchange quality on the relationship between quantitative demand and burnout was not significant. Finally, based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

How responsible leadership shapes followers' low-carbon behavior: A dual-mediation model.

In recent years, environmental problems such as global warming, rising sea levels, and species extinction have provoked a widespread concern all over the world, and many countries and international organizations have called for a reduction in carbon emissions. Theoretically, although many scholars have explored how responsible leadership influences subordinates' work-related outcomes, little studies have examined the association between responsible leadership and employees' low-carbon behavior. Therefore, to address this literature gap, we here drawing upon social cognitive theory developed a dual-mediation model to investigate how responsible leadership impacts employees' low-carbon behavior, and through which mechanisms this impact may occur. By conducting a questionnaire survey in a company in China, we collected the valid data from 411 samples. Then using SPSS 26.0 and Mplus 8.1, we tested our proposed theoretical model and hypotheses by analyzing these data. The empirical results showed that responsible leadership was positively related to employees' environmental consciousness, which can further increase their low-carbon behavior. At the same time, responsible leadership was negatively related to employees' environmental apathy, which can reduce their low-carbon behavior. And employees' environmental consciousness and environmental apathy played the mediating roles in the relationship between responsible leadership and employees' low-carbon behavior. Furthermore, we found that leader-member exchange (LMX) magnified the direct effect of responsible leadership on employees' environmental apathy and strengthened the indirect effect of responsible leadership on employees' low-carbon behavior via environmental apathy, but the moderating effect of LMX on another path was not significant. These findings suggest that despite encouraging leaders to show responsible behaviors, promoting employees' environmental consciousness and reducing their environmental apathy may be useful ways to facilitating their low-carbon behavior and achieving a low-carbon society. Moreover, establishing a high-quality of exchange relationship with followers may magnify the effectiveness of responsible leadership on lowering followers' environmental apathy.

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader.

In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society. Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique. The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era.

The effect of abusive supervision on employee silence with the mediation role of emotional exhaustion and moderate leader-member exchange

Employee silence is a phenomenon in the workplace where an employee withholds all ideas and information, triggered by emotional exhaustion resulting from negative affectivity, such as abusive supervision in the workplace. The leader-member exchange level also affects employees' intensity when holding back all ideas and information they have at work. This study aims to determine the effect of abusive supervision on employee silence, mediated by emotional exhaustion and the moderating effect of leader-member exchange. The variables used in this study are abusive supervision, employee silence, emotional exhaustion, and leader-member exchange. This study used quantitative methods and questionnaires as data collection tools and analysed it using PLS. One hundred PT. XYZ’s employees participated in this study as the respondent. This study shows that abusive supervision significantly affects employee silence and emotional exhaustion. Emotional exhaustion partially mediates the impact of abusive supervision on employee silence, and leader-member exchange does not moderate the effect of abusive supervision on emotional exhaustion. The novelty of study leverages employee emotional exhaustion instead of organizational politics to mediate the relationship between abusive supervision and employee silence.

The Curvilinear Relationship between Supervisor Negative Feedback and Employees’ Job Performance

This study examines the curvilinear relationship between supervisor negative feedback and employees’ job performance, and the moderating effects of leader-member exchange (LMX). Using two-wave data from 259 dyads of employees and their immediate supervisors, we find that the inverted U-shaped curvilinear relationship between supervisor negative feedback and employees’ job performance is significant. In addition, the result reveals that such curvilinear patterns only exist when LMX is low. Finally, we discussed the implications, limitations, and future research.

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

PurposeThis study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.Design/methodology/approachThis study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.FindingsThe findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.Practical implicationsThe findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.Originality/valueStudies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.

The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?

Construction project managers are subjected to high levels of job stressors, while extra-role behavior (e.g., citizenship behavior) is simultaneously required of them. We propose the intervening processes of work-related psychological well-being in the path from job stressors to project citizenship behavior and investigate the moderating effect of leader-member exchange on the link between job stressors and well-being (i.e., work engagement and psychological strain). Consistent and competing hypotheses are proposed by integrating the challenge-hindrance stressor framework and the job demands-resources theory. The conceptual model was examined with time-lagged data collected from 236 construction project managers of owners and contractors. Results confirm that hindrance stressors are “bad” stressors because they positively influence psychological strain, whereas challenge stressors are not “good” stressors as expected because they negatively influence work engagement. Further, both challenge and hindrance stressors have a negative indirect relationship with project citizenship behavior via work engagement and psychological strain, highlighting the value of considering project managers’ well-being. Contrary to expectations, the moderating effect of leader-member exchange is not supported. These findings contribute to the research on occupational stressors and project citizenship behavior, as well as the link between them.

Psychological Well-Being, Knowledge Management Behavior and Performance: The Moderating Role of Leader-Member Exchange.

Knowledge is considered an essential resource and key to competitiveness. The behavior of sharing knowledge is an essential activity for the prosperity of the organization. For individuals, however, sharing knowledge can present a dilemma by giving up the exclusive right to certain knowledge that they own. This study identifies the psychological well-being as a leading factor in facilitating knowledge-sharing in dilemma situations. The author classified knowledge management behavior into sharing, hiding, and manipulating behavior, and studied them as mediators linking psychological well-being and performance. And to check the influence of the quality of the exchange relationship, leader-member exchange was used as a moderator. For the empirical analysis, 333 members from 12 organizations were surveyed by using different sources and times. Hierarchical regression analysis and bootstrapping analysis were conducted for verification of hypothesis. Results demonstrated that the psychological well-being influence directly on knowledge-sharing, -hiding, and -manipulating behaviors and indirectly on performance. In the multi-mediation test, only knowledge-sharing behavior mediated the relationship between psychological well-being and performance. And the moderating effect of leader-member exchange was significant only in the relationship between psychological well-being and knowledge-sharing behavior. This study contributes to the performance, knowledge management and positive psychology research fields, and suggests practical implications.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

PurposeDrawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange.Design/methodology/approachThe questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses.FindingsThe outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior.Originality/valueThis is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Employee Empowerment and Innovative Work Behavior

Purpose: This paper seeks to address the moderating effect of leader-member exchange on the link between employee empowerment and innovative work behavior. Design/Methodology: The study draws on the causal-comparative research design, and employs paper-based self-administered questionnaires to gather data from a sample of 470 employees drawn from manufacturing firms in Kenya. This sample is part of a population of 9915 employees and has been narrowed down using Yamane’s formula. The study employs stratified and simple random sampling techniques to constitute the required sample of employees. Findings: The results indicate that employee empowerment and Leader-Member Exchange positively and significantly affect innovative work behavior. The results further reveal that Leader-member exchange significantly moderates the link between employee empowerment and innovative work behavior. Practical Implication: The findings of this study provide an avenue through which managers of manufacturing firms can identify constructs that best explain innovative work behavior, especially during challenging times such as this time of Covid 19 pandemic. The results of this study provides managers with opportunities to come up with techniques, policies and strategies to improve relationship between employees and their supervisors for purposes of improved productivity, employee loyalty and reduced conflicts. Originality/Value: The study makes a novel attempt to show the moderating influence of leader–member exchange in the context of employee empowerment and innovative work behavior in manufacturing firms in Kenya. Moreover, the study underscores the importance of leader-member exchange in employees’ innovative behavior, which is vital knowledge in tough times like the current uncertainty caused by the covid-19 pandemic.

Why and when job stressors impact voice behaviour: An ego depletion perspective

Most research assumes that job stressors decrease employees’ voice behavior. However, looking at research about job stressors and OCB (including voice), not all types of stressors have the same effects. The purpose of our research is to develop a new research model relating to the different effects of challenge stressors and hindrance stressors on voice behavior. Drawing on ego depletion theory, we propose that the relationship between stressors and voice behavior is mediated by employees’ ego depletion change. Further, we tested the moderating effect of leader-member exchange (LMX) on the relationship between stressors and subsequent ego depletion. We examined the hypothesized relationships using data collected in China from 346 employees on three consecutive days. As hypothesized, we found that ego depletion mediates the relationship between stressors and voice behavior. Also, LMX strengthens the positive relationship between hindrance stressors and subsequent ego depletion. We discuss implications for research and practice.

Social Structural Antecedents of Individual Silence Behaviors in Organizations

조직에서 문제가 있다고 인지하거나 개선해야 할 사항이 있음에도 대다수 구성원들은 침묵 상태에 머물게 되고, 이는 조직에 큰 문제를 가져오게 된다. 침묵행동의 중요성에 대한 인식이 늘어나고 있지만 침묵행동의 원인에 관한 연구는 제한적으로 이루어졌다. 지금까지 연구자들은 침묵행동의 선행요인으로 성격, 감정, 지각, 동기와 같은 개인적인 특성이나, 침묵 분위기나 조직구조와 같은 조직의 일반적 특성을 제시하였다. 그러나 조직 내 개인의 침묵행동은 본질적으로 관계적이고 구조적인 성격을 가진다. 조직구성원 들이 침묵하게 되는 것은 그들을 둘러싼 사회구조에 의해 형성된 권력 관계의 영향을 받아 나타나는 결과이다. 우리는 본 연구에서 개인이 조직에서 맺는 다양한 사회구조적 특성이 침묵행동에 미치는 영향에 관해 이론적, 실증적 탐색을 시도하였다. 구체적으로 개인의 조직 내 권력에 영향을 줄 수 있는 사회구조적 특성인 개인의 집단 내 사회적 관계에서의 중심성과 집단 내 인구통계 측면에서의 비유사성, 조직 외부 구성원과 맺고 있는 사회적 관계가 침묵행동에 미치는 영향에 대해 포괄적으로 살펴보았다. 국내 27개 조직, 43개 집단에 속한 207명의 구성원을 대상으로 한 실증 분석 결과, 개인이 집단 내 조언 네트워크에서 중심성이 낮을수록, 집단 내 인구통계 비유사성이 클수록, 그리고 조직 외부 구성원과 맺고 있는 사회적 자본의 규모가 작을수록 침묵행동을 더 하는 것으로 나타났다. 또한 개인이 집단 내 조언 네트워크 중심성이 클수록 침묵행동을 덜 하는 효과는 리더와 좋은 사회적 관계를 맺고 있을 때, 즉 리더-멤버 교환관계의 질이 높을수록 더 크게 나타나는 조절 효과를 확인할 수 있었다.Most people in organizations tend to consciously keep silent about organizational problems, while only a few employees speak up their concerns. Because employee silence can have negative consequences on organizational performance, researchers’ interest in silence behaviors in organizations has increased over the past two decades. As the antecedents of silence, previous research has suggested individual characteristics such as personality, emotion, attitude, perception, and motive, along with organizational characteristics such as climate of silence and formal structures and systems. However, silence behaviors in organizations are inherently relational and structural, and they are influenced by power relations among people within these organizations. Thus, contrary to previous research on the antecedents of silence behaviors, this study focuses on the social structural characteristics of individual actors. Specifically, we explore the questions of how an employee’s in-degree centrality in an advice network, demographic dissimilarity within a group, and external social capital outside of an organization affect his or her silence behaviors in the organization. From a sample of 207 employees in 43 work groups within 27 organizations in Korea, we found that employees who are less central within a group, are more dissimilar to their work group peers, and have less external social relations tend to keep silent. Our findings also suggest the moderating effect of leader-member exchange (LMX) on the relationship between in-degree centrality and silence behaviors. We highlight the crucial impacts of structural antecedents on individual silence behaviors.

Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance

ABSTRACTThis paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.

테크노스트레스가 반생산적 과업행동에 미치는 영향

Abstract Submitted：January 29, 2015 1 st Revision：December 10, 2015 Accepted：December 18, 2015* 영남대학교 대학원 박사과정** 영남대학교 경영대학 조교수, 교신저자Due to advances in information and communication technologies ( ICTs) and the advent of the Smartphone, people have access to the internet and can work at any time and any wh ere. These are however likely to cause negative effects such as the personal information leakage and invasion o f privacy. Caused by negative aspects of ICTs, the stress is so-called technostress. Recently, it is reported that managers tend to task order to their subordinates using an SNS or mobile messenger on a real-time basis after office ho urs or even on holiday, leading to a sharp increase in technostress. While previous studies of stress indicate that it is associated with the counter-productive work behavior (CWB), no empirical evidence has shown about the relationship b etween technostress and CWB. This study aims to explore the effect of technostress on CWB. In addition, it seek s to clarify the moderating effect of leader-member exchange(LMX) in this relationship. Drawing on literature regar ding technostress and CWB, hypotheses are developed and tested with the sample of 101 using regression analyses. Re sults show that technostress has a significantly positive effect on CWB, but LMX has an insignificant moderating effect i n the relationship between technostress and CWB. Implications and limitations with suggestions for future studies are presented.

The Importance of Product/Service Quality for Frontline Marketing Employee Outcomes: The Moderating Effect of Leader-Member Exchange (LMX)

Drawing from a social identity perspective of the organizational identification theory, we propose a model in which product and service quality serve as antecedents to frontline employee identification with the organization, which, in turn, is proposed to be positively related to job satisfaction, commitment, and customer orientation. The model also proposes leader-member exchange (LMX), which refers to the different types of relationships that leaders (i.e., supervisors) develop with each of their subordinates (i.e., employees), as a boundary condition for the associated outcomes. The model was tested using data collected from 265 employees of a business-to-business service industry firm. The overall model was supported. All hypotheses were supported, except for the moderating effects of LMX on the relationship between organizational identification and job satisfaction.

융·복합 시대의 리더 감독 유형이 창의성과 직무몰입에 미치는 영향에 관한 연구

본 연구는 융 복합 시대의 리더 감독 유형이 조직구성원의 창의성과 직무몰입에 어떠한 영향을 미치는가를 밝히고자 하는데 그 목적이 있다. 또한, 이들 변수간의 관계에서 리더-구성원 교환 관계가 어떠한 조절역할을 하는가를 동시에 밝히고자 한다. 이러한 목적을 달성하기 위해, 리더 감독 유형의 주요 요인들을 선행연구를 통해서 도출하였다. 분석결과는 다음과 같다. 첫째, 리더 감독 유형의 지원적 리더와, 통제적 리더는 조직구성원의 창의성에 각각 다른 영향을 미치는 것으로 나타났다. 둘째, 조직 구성원의 직무 몰입에도 같은 결과로 나타났다. 셋째, 리더-구성원 교환관계의 조절효과는 리더 감독 유형의 두가지 모두 창의성과의 관계를 조절하는 것으로 나타났다. 넷째, 리더 감독 유형의 통제적 리더와 직무몰입의 관계에서 리더-구성원 교환관계가 조절효과를 가지는 것으로 나타났다. 이러한 연구 결과는 이론적 실무적으로 기여하는 바가 클 것으로 사료된다. This paper aims to examine the relationships between Leader Supervisory Style, Creativity and Job Involvement in the age of convergence. In addition, this study examined the moderating effects of Leader-Member Exchange. To accomplish these purposes, the main factors of the Leader Supervisory Style were found from the previous studies. The following are the summary of hypothesis test : First, Leader Supervisory Style have differential influence on Creativity. Second, Leader Supervisory Style have differential influence on Job Involvement. Third, the moderating effects of Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Creativity. Forth, the moderating effects of LMX Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Job Involvement. Therefore, the results of this study have many theoretical and practical implications.

A longitudinal research on moderating effect of leader-member exchange on the relationships between leadership styles and job performance

The subject of that study is the moderating effect of leader-member exchange on the relationship between leadership styles and job performance. The research is performed as longitudinal on 254 persons working in software firms established in Ankara (Turkey). It is defined according to the research results that the relationship-oriented and task-oriented leadership behaviours have effect on the job performances of the employees. In addition, it is determined that the quality of the leader-member exchange has a moderating effect on the relationship between the leadership styles and job performance.