scholarly journals Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure

2017 ◽  
Vol 8 ◽  
Author(s):  
Jing Qian ◽  
Bin Wang ◽  
Zhuo Han ◽  
Baihe Song
Keyword(s):  
Emotional Intelligence ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Feedback Seeking ◽  
Work Unit ◽  
Moderated Mediation Model ◽  
Unit Structure ◽  
Member Exchange

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.

Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics

2014 ◽  
Vol 20 (4) ◽  
pp. 463-484 ◽  
Author(s):  
Jae Uk Chun ◽  
Byoung Kwon Choi ◽  
Hyoung Koo Moon
Keyword(s):  
Performance Feedback ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Feedback Seeking ◽  
Self Monitoring ◽  
Supervisory Relationships ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Seeking Behavior ◽  
The Relationship

AbstractThis study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

Authentic Leadership and Engaging Employees: A Moderated Mediation Model of Leader–Member Exchange and Power Distance

2021 ◽  
pp. 193896552110335
Author(s):  
Juan Du ◽  
Emily Ma ◽  
Xinyue Lin ◽  
Yao-Chin Wang
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Power Distance ◽  
Moderated Mediation ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Hotel Employees ◽  
Moderated Mediation Model ◽  
Member Exchange

This study developed and tested a multilevel, moderated mediation model of whether, how, and when authentic leadership can affect employee work engagement in a hotel context, building on social exchange theory. A two-wave data collection process gathered 440 valid responses of hotel frontline employees from five-star hotels in China. The result supported a positive influence of authentic leadership on work engagement and the mediating role of leader–member exchange (LMX). Hotel employees’ perceived power distance orientation moderated the indirect relationship between authentic leadership and work engagement through LMX. In contrast to previous studies supporting the negative effect of power distance on employee behavior, the present findings suggest that power distance strengthens the relationship between authentic leadership and hotel employees’ work engagement. This study contributes to authentic leadership literature and provides insights into how interactions between personal and contextual factors affect authentic leadership’s influence on work engagement in hospitality organizations.

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