Leader Interpersonal Emotion Regulation Motives, Group Leader‐Member Exchange and Leader Effectiveness in Work Groups

2021 ◽  
Author(s):  
Cristian A. Vasquez ◽  
Hector P. Madrid ◽  
Karen Niven
Keyword(s):  
Emotion Regulation ◽  
Work Groups ◽  
Group Leader ◽  
Leader Effectiveness ◽  
Leader Member Exchange ◽  
Interpersonal Emotion Regulation ◽  
Member Exchange

Leaders—watch out for LMX differentiation: A multilevel model of leader-related antecedences and consequences of LMX differentiation

2020 ◽  
Vol 34 (4) ◽  
pp. 398-417
Author(s):  
Vivien Eichenseer ◽  
Daniel Spurk ◽  
Simone Kauffeld
Keyword(s):  
Transformational Leadership ◽  
Indirect Effects ◽  
Multilevel Model ◽  
Leader Effectiveness ◽  
Leader Member Exchange ◽  
Multilevel Analyses ◽  
Unequal Treatment ◽  
Group Outcomes ◽  
Member Exchange ◽  
Satisfaction With The Leader

Research has shown that leader–member exchange differentiation affects individual and group outcomes. However, it is not yet clear how such unequal treatment affects the team’s perception of their leader in terms of leader-related outcomes, such as perceived leader communication quality, satisfaction with the leader, and perceived leader effectiveness. We analyzed how leader–member exchange differentiation in teams affects leader-related outcomes, and how it is affected by transformational leadership at the team level. Multilevel analyses of data from 92 teams with 831 employees indicated that leader–member exchange differentiation within teams is negatively related to leader-related outcomes, whereas transformational leadership is negatively related to leader–member exchange differentiation. In addition, we found positive indirect effects from transformational leadership to the leader-related outcomes via leader–member exchange differentiation.

scholarly journals Relative Leader-Member Exchange Within Work Groups: The Mediating Effect of Leader-Member Conversation Quality on Group-Focused Citizenship Behavior

2019 ◽  
pp. 232948841987167
Author(s):  
Hassan Abu Bakar ◽  
Stacey L. Connaughton
Keyword(s):  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Work Groups ◽  
Work Group ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Linear Modeling ◽  
Member Exchange ◽  
Group Members

We introduce a multilevel model that examines how and when relative leader-member exchange (RLMX) within the work group associates with group members’ commitment and organizational citizenship behavior. Results of the study are based on data gathered from a sample of 155 leader-member dyads within 25 work groups in a Malaysian organization and provide support for the hypotheses. Specifically, the results obtained from the analysis of a hierarchical linear modeling showed that leader-member conversation quality mediates the relationship between RLMX and group-focused citizenship behavior. The findings suggest that the relative group members’ ratings of leader-member exchange have the ability to influence the quality of leader-member conversation and that this positive relationship of RLMX on group-focused citizenship behavior is contingent on the direct and indirect effect of leader-member conversation quality.

How Does Leader-Member Exchange Disparity Affect Teamwork Behavior and Effectiveness in Work Groups? The Moderating Role of Leader-Leader Exchange

2014 ◽  
Vol 43 (5) ◽  
pp. 1498-1523 ◽  
Author(s):  
Andrew O. Herdman ◽  
Jaewan Yang ◽  
Jeffrey B. Arthur
Keyword(s):  
Relative Deprivation ◽  
Work Groups ◽  
Theory And Practice ◽  
Leader Member Exchange ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Group Members ◽  
Using Data

In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members’ appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader’s LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

Give and take: An episodic perspective on leader-member exchange.

2019 ◽  
Vol 104 (1) ◽  
pp. 34-51 ◽  
Author(s):  
Zhenyu Liao ◽  
Wu Liu ◽  
Xian Li ◽  
Zhaoli Song
Keyword(s):  
Leader Member Exchange ◽  
Member Exchange
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