LMX Quality Research Articles

침묵이 금일 때: 친사회적 침묵행동이 자기효능감 및 리더-구성원 교환관계에 미치는 영향 연구

Employee silence is an important element of social interaction that has a proactive nature with an intent and purpose. Nevertheless, the prevailing view was that silence is a problematic behavior which undermines the performance of organization and its members. Whereas previous research tends to emphasize the negative effects, this study explores the positive aspects of employee silence. Focusing on prosocial silence which is aimed at protecting or benefiting peers, supervisors, or organizations by withholding information, the first purpose of this study is to investigate its effects on generalized self-efficacy and the quality of LMX. Further, this study suggests the agreeableness and honesty-humility as personality moderators intervening in these relationships and seeks to explain who can bring out stronger positive effect through prosocial silence. From the data analysis of 246 members in 27 organizations, results showed that prosocial silence had a positive effect on the quality of LMX. However, its effect on generalized self-efficacy was not significant. In addition, the hypotheses on the moderating effects of agreeableness between prosocial silence and two dependent variables were supported. Unlike the expectation, the moderating effect of honesty-humility was significant only for LMX, in the opposite direction.

직무요구가 직무탈진에 미치는 영향에 관한 연구 : 유머리더십 및 LMX 질의 조절효과와 관계갈등의 매개효과

직무요구가 직무탈진에 미치는 영향에 관한 연구 : 유머리더십 및 LMX 질의 조절효과와 관계갈등의 매개효과

Why does competitive psychological climate foster or hamper career success? The role of challenge and hindrance pathways and leader-member-exchange

This study integrated research on competitive psychological climate (CPC) and successful career development within transactional stress theory and the job-demands resources model. The theoretical model assumed two different processes from CPC at work that might either foster or hamper career success. Specifically, CPC might be positively related to work engagement (motivation-enhancing path, CPC appraised as challenge) or burnout (energy-decreasing path, CPC appraised as hindrance), which then should be positively or negatively related to objective and subjective career success, respectively. High versus low leader-member exchange relationships are assumed to moderate the relationships between CPC and work engagement and burnout. In Study 1, we tested the theoretical model within a sample of 808 academic scientists from different research fields in Germany. By doing so, we applied conditional indirect effects analyses within a path-modeling framework. The results largely supported the theoretical model, and showed that CPC is positively related to the number of publications and career satisfaction via work engagement under the condition of a high LMX quality. By contrast, CPC was negatively related to career satisfaction via burnout under the condition of a low LMX quality. Within Study 2 and an additional independent sample, results showed that these pathways are explained via hindrance and challenge appraisals of CPC. We discuss these results against the background of competition-based HR systems, as well as the integration of challenge–hindrance frameworks in career developmental research.

The Role of Leader-Member Exchange Relations and Individual Differences on Counterproductive Work Behavior.

Although researchers have documented relations between abusive supervision and subordinate counterproductive work behavior (CWB), might CWB result from non-abusive treatment? We address the question by examining the relation between leader-member relations (LMX) and CWB as well as potential mediators and moderators of that relation. One hundred and eighty subordinates completed surveys assessing their LMX quality, entitlement, negative emotions, self-control, and CWB. Twenty-six supervisors also provided CWB data on 88 of those subordinates. We found that subordinates reporting lower quality relations with their supervisors were more likely to experience CWB than other subordinates and that anger mediated that relation. There was some support for the moderating effect of self-control on the negative emotion - CWB relation. Entitlement did not moderate the LMX - anger relation as hypothesized. One implication is that supervisors do not have to treat their subordinates poorly for the subordinates to react negatively and engage in behavior detrimental to their organization.

Exploring the impact of decentralized leadership on knowledge sharing and work hindrance networks in healthcare teams

AbstractThis paper adopts an explanatory sequential mixed method design to explore the impact of decentralized (vs. centralized) leadership on cross-functional teams' resource exchanges at a long-term care facility in Canada. In the quantitative phase, social network analyses were used to examine the direct and moderated effects (via leader–follower relationship quality; LMX) of the presence of formal decentralized leaders on: (1) knowledge sharing, and (2) work hindrance networks within cross-functional healthcare teams. In the qualitative phase, team members were interviewed regarding the impact of their decentralized leaders. Collectively, the findings suggest that the presence of a decentralized leader may enhance knowledge sharing and safeguard against work hindrance behaviors in cross-functional healthcare teams. However, these effects are contingent on the situation (e.g., LMX quality and status-based hierarchies). Implications for research and healthcare practice are discussed.

Do Authentic Leadership and Transformational Leadership Promote LMX in a Context of Political Instability?

In a context of change, the literature highlights the importance of both transformational and authentic leadership styles in maintaining the quality of the relationship between leaders and followers. To the authors' knowledge, no research has addressed this relationship in a context of political instability. So, this research seeks to study the influence of both transformational and authentic leadership styles on LMX in a period of political instability. The objective is to know whether these two styles of leadership remain effective in a context of democratic transition. To this end, a quantitative approach is adopted. A questionnaire was distributed to 126 managers belonging to industrial firms in Tunisia. Unlike the literature, authentic leadership does not influence the LMX. The latter is partially influenced by transformational leadership. Therefore, it is important to consider other factors such as political skills in order to maintain the quality of LMX in a situation of political instability.

Exploring of Factors Influencing Work-Family Conflict and Quality of LMX on Job Satisfaction among Married Female Workers

Exploring of Factors Influencing Work-Family Conflict and Quality of LMX on Job Satisfaction among Married Female Workers

Ambidextrous Leadership and Employee Work Outcomes: A Paradox Theory Perspective.

Numerous studies have examined the influence of ambidextrous leadership on employee work outcomes, but few have explored the issue through the congruence or incongruence of two seemingly conflicting leadership styles. Based on paradox theory, we adopted polynomial regression and surface analysis methods to investigate the congruent/incongruent effects of loose and tight leadership techniques. In order to reduce common method bias, we used a two-wave design with a two-month time interval. By using two-wave surveys of 301 employees, this study posited that ambidextrous leadership congruence creates higher leader–member exchange quality, and that loose and tight leadership with a high strength plays a more positive role in enhancing LMX quality. This study demonstrated that LMX quality mediates the relationship between ambidextrous leadership congruence/incongruence and employee work outcomes (i.e., job performance and creativity).

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.

The Outcomes of LMXD: A Comparison of Justice and Political Climate Explanation

Leader-member exchange differentiation (LMXD) is common in organizations, yet it has shown inconsistent relationships with employee outcomes. In the current investigation, we apply a political perspective in an attempt to unravel the mystery surrounding the way in which LMXD influences employee task performance and organizational citizenship behaviors (OCBs). Using multisource survey data collected from 304 employees working in 62 work groups, we found that group political climate mediates the negative relationships between LMXD and employee work behaviors. The mediating effects remained significant after controlling for supervisory justice climate, which has been considered as the dominant mechanism in prior studies. Furthermore, we tested moderating effects of group political climate and indirect moderating effects of LMXD via group political climate on the relationships between individual-level LMX quality and members’ work behaviors. Consistent with uncertainty management theory, we found that political climate strengthens the positive relationships between individual-level LMX quality and employees’ task performance and OCB toward individuals and that LMXD indirectly moderates the relationships through group political climate. Supplementary analyses further verified the differential roles of group political climate and supervisory justice perceptions in explaining the consequences of LMXD.

Hearing Loss and Career Attitudes: Disengaging from Lower Quality LMX

Isolation from professional connections can negatively impact how employees with disabilities feel about their careers, and research suggests that poorer quality employee-supervisor relationships can exacerbate isolation. In a sample of 181 deaf and hard of hearing subordinates, we investigate how professional isolation helps explain the relation between severity of hearing loss and subordinates’ career attitudes, and how this process differs depending on the quality of LMX relationships. We find that subordinates with less severe hearing loss report more isolation than subordinates with more severe hearing loss, and in turn report lower career commitment and career satisfaction. Yet, these effects only hold in lower quality LMX relationships. We build theory for the LMX and stigma literatures by predicting these effects using the theoretical perspective of possible selves. These findings suggest that lower quality LMX relationships are not experienced as hurdles for all employees with disabilities, and disability impairment may produce resilience against isolation.

Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis

PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

Multifocal Studies about LMX: Impact of Team Level LMX, LMX Differentiation and Quality on Multi Efficacy and Stress

Although the concept of LMX has been introduced for more than 40 years, many team-level researches utilizing it have not been conducted. Also, despite the dyadic relationship between LMX and its subordinates, researches about the effect of LMX on the leader are insufficient. This study explored this problem by focusing on the different effects of team level LMX, LMX quality and LMX differentiation. Generally, since LMX quality affects attitudes and behaviors of members, this study explains the effect on self-efficacy at the individual level. Team level LMX and LMX differentiation, on the other hand, are team-level variables that will affect team-efficacy rather than an individual self-efficacy. Further, these team-level LMX variables will affect not only the positive factors, but also certain negative factors. A high Team level LMX means the leader treats and cares about the members individually. In this case, the leader will be under pressure. This study explains the different effects of LMX on the level of analysis and verifies the effects of LMX on the leader''s time stress as well as its advantages. Through this process, this paper is meaningful to study the effectiveness of LMX at various levels and to suggest new perspectives.

Effects of Pygmalion Leadership on LMX Quality and Job Satisfaction: Focusing on the case of doping control workforce in the 2018 Pyeongchang Winter Olympics

The purpose of this study is to provide doping control workforce with basic data on how Pygmalion leadership behavior affects LMX quality and job satisfaction. In order to achieve this goal, a survey was conducted for adult male and female workers who perform doping control tasks. First, the subfactors of leadership behaviors on the intellectual esteem of Doping control workforce were mood and output, and the subfactors on emotional attachment and mood attachment, the subfactors on mood and output, private exchange, and loyalty. The lower factors affecting motivation were the positive effects of mood, power and private exchange. Second, the subfactors of leadership behavior on promotion satisfaction of job satisfaction were output and mood, and the subfactors on job satisfaction were output and mood, and the subfactors on boss satisfaction were mood and output, Private exchange and output were found to have a positive effect. Third, the subfactors affecting promotion satisfaction among the job satisfaction of the control workforce were emotional attachment and loyalty, and the subfactors affecting job satisfaction were the contribution factor and intellectual respect, and the subordinate factors affecting boss satisfaction were emotional attachment, intellectual respect, and conservative satisfaction. The sub-factors in this study showed that intellectual respect, emotional attachment, and willingness to contribute have positive effects.

Power Distance Orientation, and LMX Quality on Workplace Voice in China

Employee voice behavior has been recognized as beneficial to organization. Moreover, in the ever-changing competitive business environment, the willingness of employees to offer useful information and ideas plays a critical role to business innovation and process improvement. However, employee voice is likely to involve a conflicting decision-making process since speaking up may put individual at risk while beneficial for organizational improvement. Therefore, voice research has attended much to the issue of how to facilitate employees to engage in workplace voice. Recently, contextual and cultural factors are found to affect significantly an employee’s beliefs about whether speaking up will be safe. From the social and cognitive perspective, these negative beliefs on voice are not easily eliminated due to the long-term experiences and socialization. Considering the tremendous influence of cultural and social factors on management, the voice phenomenon also need to reflect the differences between employees from various cultural backgrounds. Furthermore, the research domain of organizational studies is becoming more international and the country like China has been still undergoing profound transitions in institutional rules, values, and social norms. Even though achieving significant economic development, Chinese traditional value system as well as the socialist legacy present an institutional environment that is much different from what a typical Western organization would encounter. It is, therefore, unclear whether voice behavior researches done in the West have the similar effect on the organization in China Corporate culture grows out of the values held by organizational members which are shaped by national culture and societal ideology. Since the traditional Chinese culture stemming from Confucianism has been emphasizing hierarchical or status differences as well as harmonious interpersonal relationships, voice behavior is likely to be perceived as inappropriate and insecure. In countries like China with strong self-protective motives and a hierarchical culture along with the communist-influenced ideology, people tend to refrain from their voice behavior because of various concerns and fears related to psychological safety, such as not wanting to be viewed as challenging authority or avoiding embarrassing others. The main interest of this study is to investigate how Chinese traditional cultural values are related to employees’ concerns about voice behavior. As culturally dictated thinking style rooted in Confucian philosophy, Zhong-Yong, or ‘middle-way’ thinking emphasizes “equilibrium” and “harmony” as the rule of thumb to deal with and get along with other people. Power distance is also an important theoretical factor in terms of cultural values. As many Asian countries have been found to show high power distance culture, Chinese people especially influenced by Confucianism, greatly value the importance of the group and hierarchical relationships within an organization. Along with this reason, this study hypothesized the possible inhibiting effects of Chinese traditional cultural values, Zhong-Yong thinking and power distance orientation, on voice behavior. Since one of central issues in voice behavior research is how to facilitate an employee to engage in workplace voice, we also postulate LMX quality as a moderator in expectation of improving employees’ concerns about voicing. Employees may calculate the cost of speaking up by assessing favorability of social context such as supportive relationships with their supervisors. Leadership behavior such as LMX might have a positive impact on voice behavior in China where relationship orientation is highly advocated as compared with other countries. The potential benefits of the close relationship with the supervisor may give employees a reciprocal sense of obligation such as the active voice behavior for their organization. Therefore, LMX is expected to mitigate the negative impacts of the Chinese core values such as Zhong-Yong thinking and power distance orientation, on employees’ voice behaviors. In addition, recent literature of voice has stressed that there are different types of voice behavior, suggesting the definition of voice including speaking up with constructive ideas as well as concerns. Specifically, our study employed the two forms of voice. Promotive voice is defined as the voice behavior whose intended aim is to propose ways of changing the status quo while prohibitive voice represents the voice behavior whose intended aim is to express concerns that help stop or prevent problems. To test the hypotheses, the survey questionnaires were sent to 337 subordinate-supervisor dyadic samples employed in 14 companies of various sectors in China and 306 valid questionnaires remained for further analyses after screening out the incomplete responses. The results revealed that Zhong-Yong thinking and power distance orientation had significant negative effects on employees’ two forms of voice, promotive and prohibitive voice. Also, LMX quality was found to mitigate the negative effect of Zhong-Yong thinking and power distance orientation on both promotive and prohibitive voice. Theoretical and managerial implications are discussed.

The relationship between attachment style and creativity: The mediating roles of LMX and TMX

ABSTRACTThe capacity and willingness of employees to deploy their creativity in the pursuit of organisational goals is a cornerstone of many organisations’ competitive advantage. Drawing on the actor-context interactionist perspective on creativity, we propose that insecure attachment styles act as distal antecedents that reduce employee creativity through the mediating role of social exchange relationships (i.e., leader-member exchange [LMX] and team-member exchange [TMX]). To test the proposed model, data were gathered from 192 employees and their respective supervisors in 12 engineering organisations. Hierarchical multiple regression and Monte Carlo mediation using the lme4 and mediation packages in R was performed to test the proposed hypotheses. Results revealed that while high quality LMX and TMX relationships are positively associated with creativity, insecure attachment styles have significant negative effects on employees’ perception of the quality of their LMX and TMX relationships, which, in turn, lead to lower creative output. Taken together, our results reveal the important influence of insecure attachment styles on creativity and in particular highlight the central role of leader-follower and team member relations as underlying mechanisms in this regard. We discuss the implications of our findings for research and practice.

Ethical leadership and work engagement: A moderated mediation model

Drawing on social cognitive theory, this study extends our understanding of the relationship between ethical leadership and employee work engagement, by exploring self-efficacy as an important mediating variable. In addition, we propose that the quality of LMX moderates the relationships such that the direct and indirect relationships between ethical leadership, self-efficacy, and work engagement are stronger when the quality of LMX is high. Data collected in two-waves from 373 respondents working in different manufacturing organizations of Pakistan supported our hypothesized theoretical model. Theoretical and practical implications are discussed.

Cognitive leader–member exchange differences between supervisors and subordinates

PurposeThe purpose of this paper is to reveal the influence of organizational identification (OI) on organizational citizenship behavior (OCB) directed toward organization (OCB-O) and OCB directed toward individuals (OCB-I), and explore the moderating effects of turnover intention (TI) and the differences of the moderating effects of supervisors’ ratings of leader–member exchange quality (LMX-L) and subordinates’ ratings of LMX quality (LMX-S) in the process.Design/methodology/approachBased on social exchange theory, this study took administrative staff of private small and medium enterprises in China as population. A paired-samples design was used, and 437 valid paired samples were collected finally. Data analyses were conducted by using structural equation modeling.FindingsOI indicated a positive influence on both OCB-O and OCB-I. TI showed a negative moderating effect on the positive relationship between OI and OCB-I, but no significant moderating effect on the positive relationship between OI and OCB-O. LMX-L and LMX-S were not in one same direction and showed different moderating levels. LMX-L had no significant effects on the relationship between OI and OCB-O, nor did on the relationship between OI and OCB-I. On the other hand, LMX-S strengthened both the positive relationship between OI and OCB-O, and the positive relationship between OI and OCB-I.Originality/valueThis study explored the relationships from social exchange perspective, found that OCB-O and OCB-I had different formation mechanisms and should be explored as distinct variables, and confirmed that it was necessary to use the paired-samples design when studying dyadic phenomena.

How and when LMX quality relates to counterproductive performance

Purpose In spite of the recent meta-analysis by Martin et al. (2016), we have very little insight about the theoretical mechanism explaining the leader–member exchange–counterproductive work behavior (LMX–CWB) relationship. Drawing on social cognitive theory, the purpose of this paper is to test if occupational self-efficacy functions as a mediating mechanism to explain the relationship between LMX quality and counterproductive performance directed toward the supervisor. In addition, based on the conservation of resources theory, the paper investigates if supervisor–subordinate relationship tenure acted as a second-stage moderator of this mediated relationship. Design/methodology/approach The authors used two-wave time-lagged data from a sample of 189 high-tech professionals to test the hypotheses, controlling for age, sex, and trust. Findings The results of this paper showed that occupational self-efficacy carried the effect of LMX quality on counterproductive performance, but only for workers who have longer supervisor–subordinate relationship tenure. Originality/value This paper is unique in proposing and testing a social cognitive mechanism to explain the relationship between LMX quality and counterproductive performance. As Johns (2017) advocated, the authors incorporated length of time, a contextual variable into this study by investigating supervisor–subordinate relationship tenure as moderating the proposed mediated relationship.

In school organization, the effects of Perceived Organizational Politics and LMX on Organizational Silence

이 연구는 학교조직에서 연구가 부족한 조직침묵과 관련하여 학교조직에서 교사의 조직정치지각과 LMX가 조직침묵에 미치는 영향을 밝히는 데 그 목적이 있다. 연구 결과는 다음과 같다. 조직정치지각, LMX, 조직침묵 간의 구조관계를 분석한 결과, 조직정치지각이 조직침묵에 미치는 영향은 통계적으로 유의하지 않은 것으로 분석되었으나 LMX에는 통계적으로 유의한 부적 효과를 가지고 있었다. 또한 LMX는 조직침묵에 유의한 부적 효과를 가지는 것으로 분석되어, 조직정치지각이 LMX를 통해 조직침묵에 통계적으로 유의한 완전매개효과를 가지는 것으로 분석되었다. 연구 결과를 토대로 제언을 하자면, 학교 관리자들은 정치적 업무환경을 줄이고 학교구성원들과 LMX 질을 높일 수 있는 방안에 대한 연구가 필요하며, 선행연구들을 통해 검증된 변수들을 활용하여 교사의 침묵행동에 미치는 다양한 요인들을 실증해볼 필요가 있다. 마지막으로 학교급별 조직문화 및 풍토가 다를 수 있으므로 연구가 중·고등학교 및 전국 단위로 확대될 필요가 있다.The purpose of this study is to clarify the effects of teacher’s perceived organizational politics and LMX on organizational silence in relation to organizational silence, which lacks research in school organization. The results of the study are as follows. As a result of analyzing the structural relationship between perceived organizational politics, LMX, and organizational silence, the effect of perceived organizational politics on organizational silence was not statistically significant but had a statistically significant negative effect on LMX. In addition, LMX had a statictically significant negative effects on organizational silence, and perceived organizational politics was found to have a statistically significant mediating effect on organizational silence through LMX. The results of this study suggest that the school administrators need to study the ways to reduce the political work environment and improve the quality of LMX with the school members. And Using variables validated by previous studies, it is necessary to demonstrate the various factors affecting teachers organizational silence. Finally, the organizational culture and the climate of the school may be different, the research needs to be extended to middle and high school and nationwide.