scholarly journals The Interplay of Leader–Member Exchange and Peer Mentoring in Teams on Team Performance via Team Potency

2021 ◽  
Author(s):  
Tae‐Yeol Kim ◽  
Robert C. Liden ◽  
Zhiqiang Liu ◽  
Bingqing Wu
Keyword(s):  
Team Performance ◽  
Peer Mentoring ◽  
Leader Member Exchange ◽  
Team Potency ◽  
Member Exchange

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

Understanding team-level career mentoring by leaders and its effects on individual team-source learning: The effects of intra-group processes

2009 ◽  
Vol 62 (11) ◽  
pp. 1635-1666 ◽  
Author(s):  
Ethlyn A. Williams ◽  
Terri A. Scandura ◽  
Mark Gavin
Keyword(s):  
Peer Mentoring ◽  
Banking Industry ◽  
Group Processes ◽  
Leader Member Exchange ◽  
Mediating Effects ◽  
Career Support ◽  
Team Members ◽  
New Model ◽  
Member Exchange ◽  
Positive Effect

Team-level career mentoring by supervisors is conceptualized as mentoring that provides career support for all team members. A new model of mentoring and individual team-source learning is presented. Data from 192 individuals in 37 intact work groups in the banking industry were used to examine how intra-group processes might influence the team mentoring process. Team-level leader-member exchange, peer mentoring, and proactive member behavior were examined for their influence on team-level career mentoring by supervisors. Our results suggest that aspects of the team context (represented by mean leader-member exchange and mean peer mentoring) influenced team-level career mentoring. Team-level career mentoring (TCM) had a positive effect on individual team-source learning and had mediating effects on the relationships between the team contextual factors and individual team-source learning. The implications of this research for studying supervisory team-level career mentoring are discussed.

The Effects of LMX Differentiation on Team Performance: Investigating the Mediating Properties of Cohesion

2019 ◽  
Vol 27 (2) ◽  
pp. 180-188 ◽  
Author(s):  
Brian Manata
Keyword(s):  
Team Performance ◽  
Social Cohesion ◽  
Leader Member Exchange ◽  
Group Level ◽  
Member Exchange ◽  
Task Cohesion ◽  
Negative Effect ◽  
Performance Results

Although conceptualized initially as a dyadic-level theory, scholars have since broadened the theoretical underpinnings of leader–member exchange (LMX) to account for its effects on group-level phenomena. LMX differentiation, for example, captures the extent to which variance in LMX quality within teams affects numerous outcomes (e.g., performance). However, the specific mechanisms by which LMX differentiation affects team-level outcomes remains virtually unknown. In an attempt to address this limitation, this study investigates the extent to which task and social cohesion mediate the effects of LMX differentiation on team performance. Results indicate that the negative effect of LMX differentiation on team performance is mediated by task cohesion but not by social cohesion. In addition, LMX differentiation was found to have a negative effect of social cohesion, which was also mediated by task cohesion. A discussion is offered in which the implications of these results are entertained.

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