Perceptions Of Leader-member Exchange Research Articles

The Effect Of Leader Member Exchange On Individual Performance Of Logistics Employees And The Mediating Role Of Career Satisfaction

Employees’ individual performance is influenced by many factors, and empirical studies in various cultures and sectors are conducted on this subject. There is a need for empirical research to identify the predictive factors of individual performance in different cultures and sectors. In this study, the factors affecting employees’ individual performance were examined based on Social Exchange Theory. In this context, the purpose of the study is to reveal the effect of logistics sector employees’ perceptions of leader-member exchange on performance outcomes and to examine the mediating effect of career satisfaction on this relationship. Quantitative research methods have been used in the study. It was conducted through a survey on a sample of logistics sector employees (n= 409) operating in Türkiye. In the study, it was determined that employees with high leader-member exchange have high career satisfaction and individual performance, and career satisfaction has a partial mediating effect on the effect of LMX on individual performance. Accordingly, the effects of LMX on individual performance can be enhanced mainly by improving career satisfaction. Since career satisfaction ensures that employees are satisfied not only with their jobs but also with their career development, the positive impact of this satisfaction on individual performance is significant. Therefore, it is critical for the success of the organization that logistics firm managers give importance to the career development of their employees and be supportive in this regard. Limitations, future research directions and theoretical and practical implications are discussed at the end of the study.

Do congruent perceptions of an ethical leader and one's supervisor impact job-related outcomes? Testing mechanisms and boundaries

PurposeThe authors integrate social cognitive theory with social exchange theory to examine how subordinates' perceptions of leader-member exchange (LMX) and moral disengagement mediate the relationship between congruence on implicit leadership theories (ILTs) of ethical leaders and characteristics recognized in one's supervisor (ethical ILT–supervisor alignment) and subsequent engagement-related outcomes (engagement attitudes, job satisfaction and supervisor-directed deviance). The authors then examine romance of leadership (ROL) as a moderator of these relationships.Design/methodology/approachThe authors tested the theorized indirect effects and boundary conditions in a moderated mediation model using 180 working adults over three time points, in a polynomial regression framework using a block variable approach.FindingsThe authors found moderated indirect effects between ethical ILT–supervisor alignment and work-related outcomes via LMX and moral disengagement. ROL served as a boundary condition, such that the high levels bolstered the positive effects of ethical ILT–supervisor alignment.Originality/valueThe study results suggest that examining ethical leadership through the lens of implicit theories may be fruitful and highlight the importance of accounting for context when assessing the impact of ILTs.

When self‐love is threatened: Adopting a dual‐type view to understand leader narcissism and its impacts on LMX and newcomer work outcomes

AbstractThe extant literature has revealed that leader narcissism has paradoxical impacts on follower outcomes. In this research, we argue that its paradoxical effects can be disentangled by the presence of two distinct types of leader narcissism—narcissistic admiration and narcissistic rivalry—which can shape leaders’ initial relationship‐building with new followers (i.e., newcomers) differently. Integrating a dual‐type view of narcissism with leader–member exchange (LMX) theory and conducting a multi‐wave, multi‐source field study with 151 leader‐newcomer dyads, we found that leader narcissistic admiration is negatively related to leader perceived threat of a newcomer whereas leader narcissistic rivalry is positively related to it. Leader perceived threat of a newcomer, in turn, reduces the newcomer's LMX perceptions and ultimately hinders the newcomer's job satisfaction and task performance. Moreover, leader perceived similarity with a newcomer was found to strengthen the negative (positive) effect of leader narcissistic admiration (rivalry) on leader perceived threat of a newcomer. We did not find support for the moderation effect of newcomer acceptance seeking from the leader. This research sheds light on the value of adopting a content‐specific and multidimensional approach in studying leader narcissism.

Facilitating Employee Recovery From Work: The Role of Leader-Member-Exchange

Building on Affective Events Theory (AET), this study examined within-person relationships between employee perceptions of day-level leader-member exchange (LMX) and day-level positive affect as well as between positive affect and recovery from work in the evening (i.e., relaxation, mastery, control, and psychological detachment from work). In addition, LMX variability was examined as a moderator of these within-person relationships. Employees (N = 160) completed surveys at the end of the workday and in the evening across five consecutive workdays. Results indicate direct relationships between perceptions of LMX and employee positive affect at work. In addition, positive affect was positively associated with two of the four recovery experiences (mastery and relaxation). Furthermore, LMX variability across the workweek moderated these positive indirect effects such that the indirect associations between the perceptions of LMX and employees’ recovery experiences during the evening via positive affect was only positive when LMX variability was low. The indirect effects, however, were nonsignificant when LMX variability was moderate or high. The present study expands LMX research by adopting a dynamic within-person perspective and by connecting the literature on workplace leadership with the literature on recovery from work, indicating that perceptions of LMX can potentially impact employees’ nonwork time.

The Mediating Role of Leader-Member Exchange in the Relationship between Motivational Language and Loyalty to Supervisor in Schools

The present study aimed to examine the mediating role of leader-member exchange in the relationship between motivational language and loyalty to supervisor. The population of this correlational study consisted of primary, secondary, and high schools in Gaziantep, Turkey during the 2020-2021 academic year. The research sample included randomly determined 511 teachers through unequal cluster sampling technique. In data analysis, descriptive statistics and correlation coefficients were estimated. Then, the model, which was based on the theoretical framework, was tested through structural equation modelling. According to research results, teachers’ perceptions of motivational language, loyalty to supervisor, and leader-member exchange were found to be relatively high. There were positive and high-level relationships between motivational language, loyalty to supervisor, and leader-member exchange. The results of structural equation modelling analysis indicated that the leader-member exchange partially mediated the relationship between motivational language and loyalty to supervisor. The research results revealed that the motivational language of school administrators was a significant determinant of teachers’ perception of leader-member exchange and their loyalty to supervisor. Thus, it seemed necessary to establish high-quality communication, appreciate their efforts, and support teachers to increase their loyalty to the administrator. Moreover, school administrators’ guiding teachers for their work, encouraging them using motivational language, and making them feel a sense of belonging and commitment to the school will positively affect teachers’ loyalty to the administrator.

Analysis of the Effect of Leader Member Exchange (LMX), Job Characteristics, Job Resources and Personal Resources on Increasing Work Engagement at PT Kokoh Semesta

Human Resources (HR) is the main driver in achieving the vision and mission of a company. The achievement of company goals will be realized if supported by quality human resources, so it is hoped that HR will be able to respond quickly and be able to face changes in the business world. The purpose of this study is to Analyzing the perception of employee job characteristics at PT Kokoh Semesta, Analyzing the perception of employee job resources at PT Kokoh Semesta, Analyzing the perception of Leader Member Exchange (LMX) employees at PT Kokoh Semesta, Analyzing the perception of employee personal resources at PT Kokoh Semesta and Analyzing employee work engagement at PT Kokoh Semesta. The analysis technique used in this study is structural equation modeling (SEM). The structural equation model or SEM of the Partial Least Squere (PLS) method is a statistical technique that allows simultaneous testing of a series of relatively complex relationships. The results showed that LMX, personal resources and job characteristics had a significant influence and positive influence on the work engagement of PT Kokoh Semesta employees. However, job resources have no effect on work engagement. The increase or decrease in authority, the presence or absence of social support and guidance from superiors has an influence on the level of work engagement at PT Kokoh Semesta but the influence is not significant. Keywords: LMX, personal resources, job characteristics job resources, PT Kokoh Semesta, Human Resources, SEM-PLS, Work Engagement

ANALYSIS OF THE EFFECT OF WORKING PERIOD AND LMX QUALITY PERCEPTION ON JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT AND THEIR IMPACT ON OCB OF PT. ADHI PERSADA BETON IN ACEH

This study was conducted to determine and examine the analysis of the effect of working period and Perception of Leader-Member Exchange (LMX) Quality on job satisfaction and organizational commitment and their impact on organizational citizenship behavior (OCB) of employees of PT Adhi Persada Beton in Aceh Besar. The population was all employees of PT Adhi Persada Beton totaling 473 employees. The sample was determined using cluster random sampling and the Slovin formula and obtained 216 employees as a sample. Data was collected using a questionnaire through the google form application. The research model was analyzed using SEM-AMOS. The descriptive hypothesis test results show that all variables are good. The result of the direct influence hypothesis test shows that the working period affects satisfaction, LMX Quality Perception affects commitment, LMX Quality Perception affects OCB, satisfaction affects OCB, and commitment affects OCB. The result of the indirect effect hypothesis test proves that satisfaction mediates the working period affects OCB, and commitment mediates LMX Quality Perception affects OCB. Satisfaction and commitment are proven to function as partial mediators. Thus, the results prove that the OCB improvement model at PT. Adhi Persada Beton is a function of the length of the working period, improving LMX quality, increasing satisfaction, and strengthening commitment.

The roller coaster of happiness: An investigation of interns' happiness variability, LMX, and job-seeking goals

In the context of internships, we develop and test theory regarding the relationship between interns' happiness and their perceptions of leader-member exchange (LMX). Adopting a discrete and dynamic emotions perspective, we examine interns' happiness that is elicited by the most memorable daily interactions with their supervisor and bring attention to the construct of happiness variability (i.e., between-person differences in the fluctuation of happiness over time). Integrating Affective Events Theory and Feelings as Information Theory, we theorize and investigate how interns' happiness variability interacts with their psychological resources (i.e., optimism and core self-evaluation) to inform their perceptions of LMX, and ultimately, is indirectly associated with interns' job-seeking goals related to future employment with the organization. Findings from our daily field study reveal a positive relationship between happiness variability and LMX among interns low in optimism and interns low in core self-evaluation. The findings also provide evidence of a conditional indirect relationship between interns' happiness variability and a key employment outcome, job-seeking goals, via their perceptions of LMX. Extending our results, we discuss theoretical and empirical implications for future research and practice.

Leader Sex and Employee Power Distance Orientation as Boundary Conditions of the Relationship between Leader Humility and Leader-Member Exchange

ABSTRACT This study draws upon social information processing theory to investigate two boundary conditions of the effect of leader humility on follower perceptions of leader-member exchange, namely, leader sex and employee power-distance orientations. Using 496 supervisor-employee dyads from China, we find a positive relationship between leader humility and follower perceptions of leader-member exchange, and confirm the moderating effects of leader sex and employee power-distance orientations. Specifically, the positive relationship between leader humility and follower perceptions of leader-member exchange is enhanced for male leaders but diminished for female leaders, and is also stronger for employees who have lower power-distance orientations. Theoretical and practical implications are discussed.

How does ethical leadership enhance employee creativity during the COVID-19 Pandemic in China?

ABSTRACT In the context of the COVID-19 pandemic, leaders are facing an ethical dilemma and a tense tradeoff between employees’ health and economic performance. From the perspective of employees’ perceptions of the work situation, this study examines the way ethical leadership enhances employee creativity during the COVID-19 pandemic by using leader-member exchange (a perceived social factor) and organizational ethical climate (a perceived contextual factor) as mediators. The sample included 308 supervisor-employee pairs from 20 high-tech companies in eight provincial regions of China. Structural equation modeling was used to test the proposed hypotheses. Results indicate that ethical leadership can significantly enhance employee creativity through the fully mediating roles of employees’ perceptions of leader-member exchange and organizational ethical climate. Moreover, leader-member exchange affects employee creativity directly as well as indirectly through the mediating role of organizational ethical climate. This study offers insights into the process linking ethical leadership to employee creativity and provides practical suggestions on ways of enhancing employee creativity in situations like the COVID-19 pandemic crisis.

Work overload and leader–member exchange: The moderating role of psychological flexibility

Due to the strong focus on dyadic relationships in leader–member exchange (LMX) theory, it is vital to investigate the predictors of the types of relationships that leaders and subordinates develop. This study explores the supervisor-level antecedents of LMX. Drawing from conservation of resources theory, this study tests whether leaders’ psychological flexibility moderates the relationship between leaders’ perceptions of work overload and LMX. A field study was conducted among 186 subordinates and 93 leaders from a Norwegian public service organization. Multisource field data demonstrated general support for the hypothesized relationships. The results of multilevel analyses showed a negative relation between the perceptions of work overload of leaders with lower levels of psychological flexibility and their subordinates’ perceptions of LMX. Thus, psychological flexibility seemed to mitigate the negative implications of leaders’ work overload. This study extends previous studies on managers’ perceptions of work overload by introducing an important contingency of the relationship between managers’ perceptions of work overload and the quality of their relationship with subordinates. As such, this study contributes to a more complete understanding of the factors that relate to the development of high-quality LMX.

The impact of relational demography and communication apprehension on follower perceptions of leader–follower relationships in the hospitality industry

PurposeThe paper aims to clarify the multivariate effects of follower communication apprehension (CA) and demographic dissimilarity on follower perceptions of the leader–follower relationship quality (i.e. measured by leader–member exchange (LMX) theory). This study examined the possible mediating effects of follower CA on the relationship between demographic dissimilarity and LMX.Design/methodology/approachResearch was collected from self-report ratings of one member of the dyad; several proactive techniques were utilized to reduce common method variance in the development and administration of the survey instrument. In total, 260 (N = 260) full-time hospitality industry employees participated in the study.FindingsThe results of this study indicate demographic dissimilarity has minimal effect on LMX and CA. However, the results indicated that follower CA was negatively related to follower perceptions of LMX quality. In addition, the results indicated that tenure working with the supervisor was negatively related to follower CA and positively related to follower perceptions of LMX quality.Research limitations/implicationsResearch results may lack generalizability, and causality cannot be confirmed. Future studies utilizing longitudinal designs and/or data collected from each member of the dyad may provide support for current findings.Practical implicationsThis paper includes implications for understanding how situational characteristics influence follower CA and perceptions of LMX to encourage supervisors to increase communication with new subordinates, especially during the organizational acculturation process, thus reducing turnover. Furthermore, the significant relationship between age dissimilarity and CA offers practical implications for managing and celebrating generational differences in the workplace and bridging the gap between generations by maximizing communication between supervisors and subordinates. Communication is an essential consideration in the hospitality industry linked to creativity, relationship building and enhanced service experiences. Ultimately, this paper provides guidance for leaders to build sustainable, positive relationships with subordinates through more effective communication and build more inclusive service-based organizations.Originality/valueThis paper contributes to communication and leadership management practices by addressing four major problems: (1) limited research on situational characteristics that inhibit LMX quality, (2) limited research on communication variables as antecedents to LMX, (3) minimal research on the relationship between CA and LMX and (4) non-existent research on CA as a mediating variable in the relationship between demographic dissimilarity and LMX.

What are the career implications of “seeing eye to eye”? Examining the role of leader–member exchange (LMX) agreement on employability and career outcomes

AbstractAre there career benefits to leaders and followers agreeing about the quality of their leader–member exchange (LMX) relationship? Is LMX disagreement always detrimental for a follower's career? Can the examination of LMX agreement as a substantive variable help us cast new light on some of the inconclusive findings of past research on LMX and career outcomes? These questions motivate our research. Using theories of social exchange and sponsorship, and responses from 967 leader–follower dyads of Information and Communication Technology (ICT) professionals in seven European countries, we examined the role of LMX agreement on subjective and objective career outcomes. After conducting polynomial regression combined with response surface analysis, we found that both follower‐rated and leader‐rated employability were higher when the leader agreed with the follower at a high level of LMX (vs. a low level of LMX). In case of disagreement, strong support was found for leader‐rated employability being higher when the leader's perceptions of LMX exceeded those of their follower. Furthermore, follower‐rated employability was found to mediate the relationship between LMX (dis)agreement and perceived career success, promotions, salary, and bonuses. Support was also found for the mediating role of leader‐rated employability in the case of perceived career success, promotions, and salary but not for bonuses. Our findings highlight the importance of LMX (dis)agreement for career outcomes and further point to the possibility of employability offering an alternative explanation for the mixed findings of past LMX–career research.

Leader-member exchange and turnover intention among collegiate student-athletes: the mediating role of psychological empowerment and the moderating role of psychological contract breach in competitive team sport environments

ABSTRACT Research question In the extant literature, little is known about how athletes’ perception of leader-member exchange with their coach affects their negative consequences (e.g. turnover intention). Therefore, this study examined the relationship between leader-member exchange and turnover intention among collegiate student-athletes. Moreover, the current study investigated the mediating effect of psychological empowerment and the moderating effect of psychological contract breach. Research methods A total of 220 student-athletes were recruited from four major universities in South Korea. CFA and SEM analyses were conducted using Amos 20.0. Also, frequency analysis, reliability analysis, correlation, and regression analysis were employed using SPSS 20.0. Results and findings This study found a negative influence of leader-member exchange on student-athletes’ turnover intention and significant mediating effects of two dimensions of psychological empowerment (i.e. meaning and self-determination) on the relationship. Furthermore, the results suggested that psychological contract breach negatively moderated the relationships between leader-member exchange and three dimensions of psychological empowerment (i.e. meaning, competence, and impact). However, psychological contract breach did not moderate the relationship between leader-member exchange and turnover intention. Implications This study confirms the significant association between the quality of the coach-athlete relationship and student-athletes’ intention to leave. Moreover, student-athletes’ psychological sense of gaining power and control, or psychological empowerment may enhance their self-esteem in the team and reduce their intention to quit. In addition, coaches and collegiate athletics administrators should pay attention to the psychological contracts between student-athletes and their team as it may weaken the role of leader-member exchange in strengthening their psychological states.

Impact of Managers' Voice Solicitation on Leader-Member Exchange with the Mediating Role of Employees' Voice Behavior and Emotional Exhaustion

Employees' voice plays a vital role in enhancing organizational achievements. Despite its vitality, existing literature provides that managers usually demonstrate reduced voice solicitation. This study attempts to find the likely effects of managers' reluctance toward employees' voice. Furthermore, employees who cannot raise their voice may suffer from emotional exhaustion, which in turn can lower their perception of Leader-member exchange (LMX). The extant research was carried out on a sample of 240 respondents from telecom sector of Pakistan as manager-employee matched pairs, supports the above arguments. Based on a variance-based structural equation modelling and bootstrapping procedure, results showed that employees' voice behavior and employees' emotional exhaustion serially mediated the relationship between managers' voice solicitation and LMX. The results highlight the need to have an environment in organizations where employees' voice is not denigrated. Finally, the theoretical and managerial implications of the study were presented.

Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Roller Coasters of Happiness: A Study of Interns' Happiness Variability, LMX, and Job-Seeking Goals

Building on a rich body of research that demonstrates the tightly connected relationship between affect and leader-member exchange (LMX), we develop and test theory regarding the influence of happiness on LMX in an important yet understudied context of internships. Adopting a discrete and dynamic emotions perspective, we bring attention to interns' happiness variability (i.e., between- person differences in the stability of happiness over time) that results from their reactions to daily interactions with supervisors. Integrating Affective Events Theory and Feelings as Information Theory, we investigate how interns' happiness variability informs their perceptions of LMX, its interactions with individual differences (i.e., optimism and core self-evaluation), and ultimately, its indirect effects on interns' job-seeking goals related to future employment with the organization. Findings from our experience sampling method field study reveal a positive relationship between happiness variability and LMX among interns low in optimism and interns low in core self-evaluation but a negative relationship among interns high in optimism. The findings also provide evidence of conditional indirect effects of interns' happiness variability on a key employment outcome, job-seeking goals, via their perceptions of LMX. Extending our results, we discuss theoretical and empirical implications for future research and practice.

The Effectiveness of Family-Supportive Supervisors: The Moderating Role of Employees’ Collectivistic Self-Construal

Built upon conservation of resource theory and self-determination theory, this study explores boundary conditions under which family-supportive supervisors (FSSs) influence employee-perceived leader–member exchange (LMX) and work–family enrichment (WFE). Findings from this research reveal that FSSs positively relate to employee perceptions of LMX and WFE. Employees’ collectivistic self-construals moderate the effect of FSSs on LMX but not on WFE. Implications and future research directions are discussed.

When and why leaders trust followers

PurposeFollowers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions of empowerment as moderating this mediated relationship.Design/methodology/approachFollowers’ perception of leader trustworthiness was measured at Time 1, followers’ perceptions of empowerment and LMX were measured at Time 2 and leaders’ trust in followers was measured in Time 3. The authors tested the research model with data collected from 347 leader–follower dyads using the three time-lagged surveys as noted above.FindingsFollowers’ perceptions of leader trustworthiness and perceptions of empowerment interacted to influence followers’ perceptions of LMX quality, which in turn influenced leaders’ trust in followers. Thus, LMX mediated the trustworthiness–trust relationship and this mediated relationship became stronger at increasing levels of empowerment.Practical implicationsBeing trusted by leaders is beneficial to followers. Training managers in behaviors that elicit employees’ perceptions of manager trustworthiness has the potential to accrue benefits to employees, managers and the organization.Originality/valueThis study is the first to demonstrate that followers’ perception of leader trustworthiness resulted in leaders trusting followers. In addition, the results support a mediating role for LMX and a moderating role for empowerment in the development of leader trust in the follower. Understanding when and why leaders trust followers offers important insights about development of trust between followers and leaders. The authors discuss implications for theory and practice.

Disagreement in leader–follower dyadic exchanges: Shared relationship satisfaction and investment as antecedents

Leader–member exchange (LMX) has long been considered a relationship‐based, dyadic model of leader–follower interactions. Recent reviews of this literature have, however, documented a paucity of research focusing on relationship‐based antecedents and dyadic‐level outcomes. In this study, we draw upon the relationship investment model to consider the effects of shared perceptions (or lack thereof) of relationship satisfaction and investment in the LMX relationship, from both the leader and follower's perspectives in predicting divergent perceptions of LMX (i.e., dyadic LMX disagreement). Using multi‐source data obtained from managers and their subordinates working at 31 organizations, we test hypotheses using a specific form of multivariate multilevel regression (i.e., a one‐with‐many model). Our findings suggest that dyadic LMX disagreement is associated with differences in how leaders and followers weight the importance of satisfaction and investments in their relationship. Also, if leaders are overinvested or over‐satisfied, we observe unique forms of disagreement in LMX ratings. Based on these results, we highlight implications for extending theory and research in LMX as well as work relationships.Practitioner points Disagreements among leaders and subordinates regarding the quality of their relationship (i.e., not seeing eye to eye) can weaken the impact of subordinates’ efforts and reduce their engagement. Leaders and subordinates can more easily see eye to eye about their relationships by acknowledging the difference in importance they place on the previous investment they have made in the other person and discussing what each member of the pair is seeking to obtain from their relationship. It is more difficult for leaders and subordinates to see eye to eye about their relationships when leaders have invested more or are more satisfied than their subordinates.