Reliability and validity of the Multidimensional Measure of Leader–Member Exchange Japanese version for staff nurses

2020 ◽  
Vol 28 (7) ◽  
pp. 1489-1497
Author(s):  
Miki Sasaki ◽  
Yasuko Ogata ◽  
Noriko Morioka ◽  
Yuki Yonekura ◽  
Yoshie Yumoto ◽  
...  
Keyword(s):  
Reliability And Validity ◽  
Japanese Version ◽  
Staff Nurses ◽  
Leader Member Exchange ◽  
Multidimensional Measure ◽  
Member Exchange

Multidimensional Measure of Leader–Member Exchange--Japanese Version

2020 ◽  
Author(s):  
Miki Sasaki ◽  
Yasuko Ogata ◽  
Noriko Morioka ◽  
Yuki Yonekura ◽  
Yoshie Yumoto ◽  
...  
Keyword(s):  
Japanese Version ◽  
Leader Member Exchange ◽  
Multidimensional Measure ◽  
Member Exchange

Effect of implicit prototype theory on employees' proactive behavior

2020 ◽  
Vol 48 (5) ◽  
pp. 1-12
Author(s):  
Hongwu Xiao ◽  
Donghan Wang ◽  
Xiaohan Liu ◽  
Yi Liu
Keyword(s):  
Role Theory ◽  
Reliability And Validity ◽  
Leader Member Exchange ◽  
Prototype Theory ◽  
Proactive Behavior ◽  
Regression Analyses ◽  
Theoretical Support ◽  
Member Exchange ◽  
Managerial Implications ◽  
The Relationship

We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and (c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial implications for organizations seeking to improve employees' proactive behavior.

Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development

1998 ◽  
Vol 24 (1) ◽  
pp. 43-72 ◽  
Author(s):  
Robert C. Liden ◽  
John M. Maslyn
Keyword(s):  
Scale Development ◽  
Item Analysis ◽  
Fourth Dimension ◽  
Leader Member Exchange ◽  
Multidimensional Construct ◽  
Empirical Assessment ◽  
Multidimensional Measure ◽  
Working Students ◽  
Member Exchange ◽  
Development And Validation

Whether Leader-Member Exchange (LMX) is a unidimensional or a multidimensional construct was assessed through the development and validation of a multidimensional measure. Item analysis involving 302 working students, followed by construct and criterion-related validation using 249 employees representing two organizations resulted in a multidimensional LMX scale. The results provided support for the affect, loyalty, and contribution dimensions identified by Dienesch and Liden (1986), as well as a fourth dimension, professional respect.

How leader–member exchange affects job embeddedness and job dedication through employee advocacy

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yilmaz Akgunduz ◽  
Selcen Seda Turksoy ◽  
Mehmet Alper Nisari
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Reliability And Validity ◽  
Critical Factor ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Member Exchange

PurposeCompatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.Design/methodology/approachThe data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.FindingsThe results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.Originality/valueAlthough past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

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.

Sign in / Sign up

Export Citation Format

Share Document