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

Zhenyu Liao; Wu Liu; Xian Li; Zhaoli Song

doi:10.1037/apl0000371

Compensatory Coping Through the Extension of Working Hours

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000285 ◽

2019 ◽

Vol 63 (3) ◽

pp. 115-128 ◽

Cited By ~ 1

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.

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Authentische Führung

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000268 ◽

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.

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

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000226 ◽

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.

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