scholarly journals When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence

2020 ◽  
Author(s):  
Joo Hun Han ◽  
Hui Liao ◽  
Jian Han ◽  
Alex Ning Li
Keyword(s):  
Work Group ◽  
Leader Member Exchange ◽  
Group Functioning ◽  
Member Exchange

Relationship building in empowering leadership processes: A test of mediation and moderation

2015 ◽  
Vol 21 (4) ◽  
pp. 369-387 ◽  
Author(s):  
Won Jun Kwak ◽  
Christine L Jackson
Keyword(s):  
Psychological Empowerment ◽  
Work Group ◽  
Relationship Building ◽  
Leader Member Exchange ◽  
Dyadic Relationship ◽  
Empowering Leadership ◽  
Positive Effects ◽  
Lmx Theory ◽  
Member Exchange ◽  
Mediation And Moderation

AbstractThe direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.

Personalized and Depersonalized Responses to Leaders’ Fair Treatment: Status Judgments and Leader–Member Exchange as Mediating Mechanisms

2016 ◽  
Vol 43 (6) ◽  
pp. 1037-1067 ◽  
Author(s):  
Amer Ali Al-Atwi
Keyword(s):  
Social Identity Theory ◽  
Work Group ◽  
Group Identification ◽  
Interactional Justice ◽  
Leader Member Exchange ◽  
Relational Identification ◽  
Member Exchange ◽  
Mediating Mechanisms ◽  
Using Data ◽  
Work Group Identification

By extracting insights from leader–member exchange (LMX) theory and social identity theory, this study predicted that a leader’s interactional justice is associated with followers’ multifoci identification by personalized and depersonalized mediating mechanisms. Specifically, we hypothesized that a leader’s interactional justice affects (a) followers’ relational identification via the LMX as a personalized response and (b) followers’ work-group identification via status judgments (pride and respect) as a depersonalized response. The study’s constructs were measured on three separate occasions over an interval of 4 months, using data from a sample of 322 employees at a large public university. As predicted, we found that (a) LMX mediates the relationship between interactional justice and relational identification and (b) status judgments (pride and respect) mediate the relationships between interactional justice and work-group identification. Theoretical and practical implications for these findings are discussed.

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.

A Case Study of Diversity and Leader Member Exchange in Intercollegiate Athletics

2012 ◽  
Vol 1 (1) ◽  
pp. 18-22
Author(s):  
Samuel Y. Todd ◽  
Ian Christie ◽  
Marshall J. Magnusen ◽  
Kenneth J. Harris
Keyword(s):  
Intercollegiate Athletics ◽  
Work Group ◽  
Real Life ◽  
Performance Outcomes ◽  
Leader Member Exchange ◽  
Sport Organizations ◽  
Member Exchange ◽  
Questions And Answers ◽  
Facility Maintenance

This case highlights key elements in Pelled’s (1996) model of diversity, and is based on real life interactions of an actual grounds crew in intercollegiate baseball. The small work group of three individuals collectively prepares the grounds of a new collegiate ballpark for opening day. In the course of daily facility maintenance, the staff encounters both affective and substantive conflict according to Pelled’s model. This leads to both destructive and constructive performance outcomes. Also of issue in the case is the differential relationship that the supervisor shares with each of his subordinates, or leader member exchange (LMX). Together with the teaching notes, the case is designed to highlight (1) elements of group conflict arising from demographic diversity and (2) the nature of LMX within sport organizations. An overview of theory, student applications, and discussion questions and answers are provided to aid instructors in teaching this case.

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.

What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters

2015 ◽  
Vol 44 (3) ◽  
pp. 946-971 ◽  
Author(s):  
Xiao-Ping Chen ◽  
Wei He ◽  
Liang-Chieh Weng
Keyword(s):  
Procedural Justice ◽  
Task Performance ◽  
Organizational Citizenship Behavior ◽  
Organizational Context ◽  
Work Group ◽  
Interactive Effects ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Relational Quality ◽  
Member Exchange

In this paper, we identify the basis of leader–member exchange (LMX) differentiation as a crucial factor influencing the relationship between LMX differentiation and work group outcomes. Drawing from the relational theories of procedural justice, we theorize members’ task performance and organizational citizenship behavior (OCB) as the two main bases of LMX differentiation. We hypothesize that LMX differentiation will be less negatively related to intragroup relational quality and group proactivity when there is more task performance–based and/or OCB-based LMX differentiation within the group. Data from two field studies provide consistent evidence for the moderating effects of these two bases of LMX differentiation. In addition, the results of Study 2 show that the task performance–based LMX differentiation moderates the cross-level relationship between LMX differentiation and members’ procedural justice perceptions. At the group level, the procedural justice climate mediates the interactive effects of LMX differentiation and task performance–based LMX differentiation on group proactivity but not on intragroup relational quality. We discuss the theoretical and empirical implications of these findings in the organizational context.

Social Interactions at Work and Psychological Health: The Role of Leader–Member Exchange and Work Group Integration

2008 ◽  
Vol 38 (7) ◽  
pp. 1755-1777 ◽  
Author(s):  
Vincent Rousseau ◽  
Caroline Aubé ◽  
François Chiocchio ◽  
Jean-Sébastien Boudrias ◽  
Estelle M. Morin
Keyword(s):  
Social Interactions ◽  
Psychological Health ◽  
Work Group ◽  
Leader Member Exchange ◽  
Group Integration ◽  
Member Exchange

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.

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