Comparisons draw us close: The influence of leader‐member exchange dyadic comparison on coworker exchange

The purpose of this study is to examine how leader-member exchange (LMX) similarity might affect exchange quality between coworkers. This research also investigates the relationships of LMX and CWX (coworker exchange) to employees’ organizational commitment and job satisfaction. Each respondent from 76 nurses at three hospitals in Semarang were asked to rate the quality of the relationship he/she had with his/her supervisor, resulting in 76 LMX ratings. They were also asked to rate the quality of their relationships with each of their coworkers. A dyad was created where we had complete information on two employees rating one another. Once paired, a total of 146 dyads with complete LMX, CWX, and work attitude data were acquired. The results of this research indicate that the interaction between two coworkers’ LMX scores predicts CWX quality for the coworker dyad. After controlling for CWX, LMX quality is positively related to job satisfaction, but not to organizational commitment. Furthermore, after controlling for LMX, a greater diversity in a worker’s CWX relationship is negatively associated to his/her organizational commitment, but not to his/her job satisfaction. The interaction of CWX quality and CWX diversity, however, does not predict work attitude.

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The Role of Change in the Relationships Between Leader-Member Exchange/Coworker Exchange and Newcomer Performance: A Latent Growth Modeling Approach

Frontiers in Psychology ◽

10.3389/fpsyg.2021.600712 ◽

2021 ◽

Vol 12 ◽

Author(s):

Jing Liu ◽

Allan Lee ◽

Xueling Li ◽

Ci-Rong Li

Keyword(s):

Interpersonal Relationships ◽

Leader Member Exchange ◽

Latent Growth ◽

Exchange Relationship ◽

Psychological Entitlement ◽

Coworker Exchange ◽

Member Exchange ◽

Relationship Performance ◽

The Relationship

This study examines whether and how the qualities of newcomers’ interpersonal relationships [i.e., leader-member exchange (LMX) and coworker exchange (CWX)] relate to their initial performance and how changes in the qualities of these relationships relate to the changes in performance. To test a latent growth model, we collected data from 230 newcomers at six time points over a 6-week period. The results showed that LMX quality is positively related to initial newcomer performance; however, changes in LMX quality are not statistically significantly related to changes in newcomer performance. In contrast, an increase in CWX quality is positively related to newcomer performance improvement, but the initial quality of CWX does not predict newcomer performance. Furthermore, newcomers’ psychological entitlement moderates the relationship between LMX quality and newcomer performance; newcomers’ conscientiousness moderates the relationship between increases in CWX quality and improvements in newcomer performance. The findings increase our understanding of the newcomer exchange relationship-performance link over time and suggest that future newcomer socialization research explore the initial level of and the changes in these relationships simultaneously.

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A Comprehensive review and Communication research agenda of the Contextualized Workgroup: The Evolution and Future of Leader-Member Exchange, Coworker Exchange, and Team-Member Exchange

Annals of the International Communication Association ◽

10.1080/23808985.2015.11735265 ◽

2016 ◽

Vol 40 (1) ◽

pp. 343-377 ◽

Cited By ~ 7

Author(s):

Leah M. Omilion-Hodges ◽

Jennifer K. Ptacek ◽

Deirdre H. Zerilli

Keyword(s):

Research Agenda ◽

Team Member ◽

Leader Member Exchange ◽

Communication Research ◽

Comprehensive Review ◽

Coworker Exchange ◽

Team Member Exchange ◽

Member Exchange

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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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