Role 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.

A Purposeful Approach to LMX Differentiation: The Role of LMX With Key Members

A central idea in the leader-member exchange (LMX) literature is that leaders, due to the limited organizational and personal resources available to them, often struggle with developing and maintaining high-quality exchange relationships with all of their members. As a natural consequence, leaders typically form high-quality relationships with a select few members—often those who seem likable or are similar to the leader—while maintaining formal and distant relationships (i.e., low-quality LMX) with others. This form of differentiated treatment of members creates tensions in team dynamics. In this paper, we propose that leaders can mitigate the downsides of leader-member exchange differentiation (LMXD) for team dynamics by being more purposeful and strategic in how they differentiate in their treatment of members. Specifically, we posit that when leaders strategically develop high-quality LMX relationships with key members—individuals occupying influential positions in team social networks—such key members will engage in behaviors that buffer the negative impact of LMXD on team dynamics. Our framework integrates LMX theory with perspectives from social networks research to illustrate how strategic differentiation influences task and relational team dynamics. Finally, we discuss recommendations for empirically testing, theoretical extensions, and practical implications of this framework.

Role of Leader-Member Exchange, Knowledge Hiding, Prosocial Motivation, And Impression Management Motivation for The Creative Potential of Employees

The main purpose of the research was to investigate whether employees who develop a high-quality leader-member exchange (LMX), do they also engage in knowledge exchange activities or they hide knowledge, and do their knowledge hiding affects creativity. Data for this investigation were collected from 413 subordinates and their respective 57 supervisors working in a pharmaceutical organisation operating in Jakarta, Indonesia. The collected data was then analyzed for regression and mediated moderation with MPlus. We found that LMX may have a negative side, as those in quality exchange relationships with supervisors may hide knowledge from others, which may affect the creative potential of employees. With this research, we have shown that interpersonal mechanisms in general and LMX in particular will not always be beneficial for the exchange of knowledge and creativity of employees. We contributed to creativity research by introducing prosocial motivation and impression-management motivation as having a moderating role in knowledge hiding and creativity relationships. Our research revealed that the motivation of a focal employee overrides knowledge hiding, the underlying social exchange, knowledge hiding, and creativity relationships. The motivation of focal employees influences the social exchange patterns by affecting knowledge hiding among coworkers, thereby enhancing/ suppressing their creativity. Limitations and future research directions were also discussed.

Exploring the Role of Leader Member Exchange on Job Satisfaction and Employee Performance: an Empirical Study in Indonesian MSMEs

Purpose: The purpose of this study was to analyze the relationship between leader member exchange (LMX) and job satisfaction, analyze the relationship between leader member exchange (LMX) and employee performance, analyze the relationship between job satisfaction and significant employee performance.
 
 Method: This research uses quantitative research methods. Quantitative research methods are used because in this study, the relationship between the variables to be studied has a causal relationship, to examine certain populations and samples, and aims to test the established hypotheses. The measurement scale in this study uses a Likert scale of 1 to 5 with categories namely strongly disagree, disagree, disagree, agree and strongly agree. With data collection techniques using online questionnaires. The analysis technique uses SEM (Structural Equation Modeling) with SmartPLS 3.0 software tools. Respondents in this study were 678 MSMEs owners in Indonesia who were determined by simple random sampling.
 
 Result: The results of this study indicate that the leader member exchange (LMX) has a positive and significant effect on job satisfaction. The leader member exchange (LMX) has a positive and significant impact on the performance of MSMEs employees. Job satisfaction has a positive and significant effect on the performance of MSMEs employees. Based on the results of the research and discussion it is concluded that LMX has an effect on job satisfaction. Furthermore, LMX has a significant positive effect on job satisfaction and job satisfaction has a positive and significant effect on the performance of MSMEs employees.
 
 Implication: MSMEs management can provide flexibility in completing tasks responsibly without feeling burdened, superiors must give confidence to subordinates that subordinates are able to complete their tasks so that subordinates will find their work very meaningful. As for maintaining employee performance from the application of empowerment by superiors, they must have trust in subordinates by giving freedom to subordinates to dare to make decisions quickly and precisely. The company builds a stronger corporate commitment so that employees feel more satisfied with their jobs. In maintaining employee performance by providing periodic training in dealing with future job demands

Effective Coaching for Adaptive Selling: The Role of Leader-Member Exchange and Gender Matching

Effective Coaching for Adaptive Selling: The Role of Leader-Member Exchange and Gender Matching

Role of leader member exchange on nurse’s organisational citizenship behaviour from the Bugis tribe cultural perspective in Indonesia

PurposeThis research aims to look at the role of leader–member exchange (LMX) on the creation of organisational citizenship behaviour (OCB) in nurses of the Bugis tribe in the Inpatient Unit...

The Role of Leader Member Exchange (LMX), Organization Citizenship Behavior (OCB) on Organizational Commitment and Performance: An Empirical Study on Indonesian SMEs

The purpose of this research is to analyze the relationship between leader member exchange (LMX) on organizational citizenship behavior (OCB), organizational commitment on organizational citizenship behavior (OCB), leader member exchange (LMX) on performance, organizational commitment on performance and OCB on performance. This study used a quantitative method and the respondents to this study were 370 SMEs owners in Jabotabek who were selected using a simple random sampling method. Research data was obtained by distributing questionnaires online through social media. The questionnaire was designed using a Likert scale from 1 to 7. Data analysis used a structural equation model (SEM) with the data processing tool SmartPLS 3.0 software. The stages of testing the data are validity, reliability and hypothesis testing. The independent and dependent variables in this study are LMX, OCB, Organizational Commitment and performance. The results of this study indicate that leader member exchange (LMX) has a positive and significant effect on organizational citizenship behavior (OCB), organizational commitment has a positive and significant effect on organizational citizenship behavior (OCB), Leader member exchange (LMX) has a positive and significant effect on performance, Organizational commitment has a positive and significant effect on performance, OCB has a positive and significant effect on performance.

The Necessary Role of Leader-Member Exchange on Employee Outcomes

Utilizing a different paradigm, necessity logic (Dul, 2016) across two samples of leader-employee dyads (N1=127, N2=131), I test the extent to which the leader-member exchange (LMX) is a necessary condition for employees’ outcomes at work (i.e., work effort, work quality, job engagement and OCBO). At the individual level, empirical support is found for the necessary role of employee’s perception of the social LMX relationship on OCBO and work engagement. But especially, empirical support is found for the necessary role of leader’s perception of the social LMX relationship on work effort, work quality, OCBO and work engagement. At the dyadic level, findings indicate that leader and employee’s dissimilar perceptions of the social and economic LMX relationship is necessary for low work quality.

The role of leader-member exchange on subjective career success among teachers

Teacher’s subjective career success can be evaluated from their career satisfaction. When evaluating the career, the teachers feels a sense of comfort in their work environment and career, that arises from the support provided by the leader to the teacher. The purpose of this study was to determine whether there is a role for leader-member exchange on subjective career success for teachers. Participants in this study were 320 teachers. The method used in this study used quantitative methods. The instruments used in this research are Leader-Member Exchange Multidimensionality (LMX-MDM) and the Subjective Career Success Inventory (SCSI) scale. This study used two data analyzes, the first using a simple linear regression test with a total score of significant results (b= 0.356; p< 0.001). Second, multiple linear regression tests with per-dimensional analysis obtain a significant result on the contribution dimension to the recognition dimension and the affect dimension to the overall dimensions of subjective career success (b=0.146 – 0.282; p< 0.001). The results of this study can be used as a reference in the development of psychology related to leader-member exchange and subjective career success. Keywords: leader-member exchange; subjective career success; teache

From Deep-Level Similarity to Subordinate Moqi: The Mediating Role of Leader-Member Exchange.

Fostering subordinate moqi is a significant method to improve the cooperating quality and promote positive outcomes. However, little is known about the influencing factors and mechanisms of subordinate moqi. To address this issue and explore the influencing factors of subordinate moqi, we draw on self-categorization theory to develop a mediation model to examine whether and how deep-level similarity affects subordinate moqi, casting the leader-member exchange (LMX) as a mediator. A two-wave online survey was conducted and 316 data was collected. A Structure Equation Modeling analysis was used to test all hypotheses with Mplus 7. Results showed that the deep-level similarity could positively predict subordinate moqi and LMX, respectively. Additionally, LMX was a significant predictor of subordinate moqi as well as it mediated the positive relationships between deep-level similarity and subordinate moqi. These findings expand our understanding of the antecedents of subordinate moqi. It is suggested that developing subordinates’ deep-level similarity with supervisors and LMX relationships are instrumental in cultivating subordinate moqi which promote positive outcomes. Organizations should integrate effective management programs into managerial strategies to enhance deep-level similarity and LMX, in turn, fosters subordinate moqi.

Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange.

This article addresses the impact of leader psychological need satisfaction on employees. We draw on the self-determination theory (SDT) and leader-member exchange (LMX) theory to investigate if and how leader psychological need satisfaction trickles down to employee psychological need satisfaction. Adopting a multi-actor, multilevel design, results from 1036 leader–employee dyads indicate that employee-rated LMX mediates the trickle-down effect of leader psychological need satisfaction. Additional analyses of leader psychological needs show that leader competence is the main psychological need that underlying this relationship. We also found an unexpected negative association between leader autonomy need satisfaction and employee competence need satisfaction. Overall, this study shows the importance of both (1) leaders’ psychological need satisfaction and (2) employee perceptions of the relationship quality for employee psychological need satisfaction.

The Role of Leader-Member Exchange in Moderating the Influence of Competence, Innovative Behavior, and Career Development on Employee Engagement

This research investigated the influence of competence, innovative behavior, and career development on employee engagement through the leader-member exchange as moderating variable. This research was conducted in the Ministry of Education, Culture, Research, and Technology of the Republic of Indonesia. The study targeted Civil Service Employees within the circle of Direktorat Sekolah Menengah Atas (High Schools Directorate) in the Ministry of Education, Culture, Research and Technology of the Republic of Indonesia. The research design used quantitative causal research. Primary data collection was conducted through a survey with a questionnaire instrument distributed to 114 respondents. The data analysis method used the structural equation model-partial least square (SEM-PLS). Results indicated that competence, innovative behavior, and career development showed positive and significant influence on employee engagement. In addition, leader-member exchange also showed a significant effect as moderating variable in building the influence of competence, innovative behavior, and career development on employee engagement.

Abusive Supervision Fosters Employees’ Silence: The Mediating Role of Avoidance Orientation and Moderating Role of Leader Member Exchange

Abusive Supervision Fosters Employees’ Silence: The Mediating Role of Avoidance Orientation and Moderating Role of Leader Member Exchange

Standing out or Singing alone: Examining Outcomes of “Solo Perfectionist” in a team, the Role of LMX

Solo perfectionist refers to employees with the remarkably highest level in perfectionism comparing to other team members—the more “solo” they are, the larger the difference between their perfectionism and others’ (Li & Liao, 2014; Seo, Nahrgang, Carter, & Hom, 2018). Therefore, a high level of perfectionism “solo-ness” could be associated with both prominence and isolation. Drawing upon expectation status theory (EST) and leader-member exchange (LMX) theory, the current research examines the effects of perfectionism “solo-ness” on their status attainment, loneliness and distal workplace outcomes under different LMX quality. Results from a pilot study using scenario experiment show that the third party would attribute highest status, leader emergence and promotability to the highest perfectionist when both their “solo-ness” and LMX are high. Furthermore, results from main study using a time-lagged multi-source field survey show that when LMX is high, perfectionism “solo-ness” is positively related to status and further results in leader emergence and promotability. When LMX is low, such effects become weaker. In contrast, when LMX is low versus high, perfectionism “solo-ness” is positively related to loneliness and further results in burnout. Implications and future directions are discussed.

International business travelers' job exhaustion: effects of travel days spent in short-haul and long-haul destinations and the moderating role of leader-member exchange

PurposeThe purpose of the present study is to examine the general and travel-specific job exhaustion of international business travelers (IBTs). The study employs a JD-R model to explain general and travel-specific job exhaustion (IBTExh) through international business travel as demand and leadership (LMX) as a resource buffering the demands of international business travel.Design/methodology/approachThe study was conducted among Finnish service company employees who had taken at least one international business trip during the previous year. The data (N = 569), collected in 2015, were analyzed with path models.FindingsThe results suggest that a higher number of international business travel days is related to a higher level of job exhaustion, especially the exhaustion related to international business travel. Moreover, a high-quality LMX was found to be linked to lower levels of both types of exhaustion. Interestingly, for those IBTs' with a low-quality LMX, even a high number of long-haul international business travel days was not connected with IBTExhOriginality/valueThe contribution of our study is threefold. First, this study contributes to JD-R theory and the ill-health process by focusing on a job-specific well-being indicator, IBTExh, in addition to general exhaustion. Second, specific job demands related to international business travel, particularly the duration of business travel spent in short-haul and long-haul destinations, contributes to the literature on global mobility. This study sheds light on the potential effects on IBTs of different types of business travel. Third, our study contributes to the leadership literature and the importance of acknowledging the context in which LMX occurs.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

Employees' task performance and propensity to take charge: the role of LMX and leader's task orientation

PurposeRecent literature has focused on the outcomes associated with employee performance, but how and when it leads to work-related outcomes further is an area that has not gained due attention. Against this backdrop, this study entails investigating the effects of employee performance on their taking-charge behavior through the mediation of leader–member exchange (LMX) and the leader's task-oriented behavior's moderating role.Design/methodology/approachUsing a questionnaire-based survey design, the study is based on a sample of 304 employees of pharmaceutical companies' sales departments. The two-stage lag approach has been used for data collection, where leader–follower dyads participated in the study.FindingsThe study's findings reveal that better-performing employees are considered in-group members by their leaders, and the presence of high LMX makes employees reciprocate by adopting charge behavior. Furthermore, a leader's task-oriented behavior fosters the performance – LMX and performance – taking charge relationship mediated through LMX, a moderated mediation mechanism exists.Originality/valueThe study offers a novel explanation by considering employee performance as a predictor instead of an outcome variable. Furthermore, recent literature has considered adverse outcomes of performance, while this study considers the positive aspects of employee performance (i.e. LMX and charge behavior). It also offers the role of both employee- and leader-specific factors in determining the LMX relationship.

Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange

A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.

The role of leader member exchange, emotional intelligence and job autonomy on affective commitment: A study in the banking sector of India

The role of leader member exchange, emotional intelligence and job autonomy on affective commitment: A study in the banking sector of India

Planned organisational change and organisational commitment-to-change: The moderating role of leader-member exchange (LMX)

Planned organisational change and organisational commitment-to-change: The moderating role of leader-member exchange (LMX)