Leveraging leader–leader exchange to enrich the effect of leader–member exchange on team innovation

2017 ◽  
Vol 26 (4) ◽  
pp. 555-570
Author(s):  
Jaewan Yang
Keyword(s):  
Work Group ◽  
Leader Member Exchange ◽  
Group Level ◽  
Mediation Model ◽  
Exchange Relationships ◽  
Team Innovation ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship ◽  
Innovation Support

AbstractIn this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.

Effects of leader-member exchange ambivalence on work attitudes: a moderated mediation model

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Decha Dechawatanapaisal
Keyword(s):  
Job Strain ◽  
Career Commitment ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Organizational Embeddedness ◽  
The Relationship ◽  
Practical Implications

PurposeThis study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator.Design/methodology/approachData were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships.FindingsThe results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger.Practical implicationsOrganizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered.Originality/valueThis research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB)

2020 ◽  
Vol 32 (1) ◽  
pp. 212-229 ◽  
Author(s):  
Chih-Ching Teng ◽  
Allan Cheng Chieh Lu ◽  
Zhi-Yang Huang ◽  
Chien-Hua Fang
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Work Climate ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Ethical Work Climate ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Ethical Work

Purpose This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB). Design/methodology/approach Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model. Findings The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification. Practical implications This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification. Originality/value This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

The roles of self-efficacy and leader–member exchange in the relationship between job crafting and work–self facilitation

2018 ◽  
Vol 47 (7) ◽  
pp. 1362-1384 ◽  
Author(s):  
Diellza Gashi Tresi ◽  
Katarina Katja Mihelič
Keyword(s):  
Self Efficacy ◽  
Work Performance ◽  
Job Crafting ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Work Family ◽  
The Relationship

PurposeBuilding on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self facilitation. The paper further explores the moderating role of the quality of leader–member exchange (LMX).Design/methodology/approachA sample of 204 employees from a European country was used to test the proposed moderated mediation model. The analysis was performed using Hayes’ Process Macro.FindingsThe findings indicate that job crafting is positively associated with self-efficacy which, in turn, is positively associated with work–self facilitation. In other words, self-efficacy mediates the relationship between job crafting and work–self facilitation. Furthermore, LMX moderates the relationship between job crafting and self-efficacy.Practical implicationsThe results of this study offer guidelines for human resource (HR) professionals interested in grasping how organisations can assist employees in experiencing work–self facilitation.Originality/valueThis study advances the existing literature by investigating the antecedents of work–self facilitation, which is an understudied variable in the work–family and HR literature, thereby responding to calls to include aspects of self in the discussion on different life domains in order to obtain an all-inclusive view of how employees function. Furthermore, it demonstrates how LMX and job crafting promote the fulfilment of an employee’s own personal interests and hobbies. Such information is relevant to HR practitioners as it might help them boost employees’ work performance.

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