A Study of the Reliability and Validity of the Leader-Member Exchange (LMX) Instrument in Arabic

Areej Alshamasi; Nahla Aljojo

doi:10.5121/ijcsit.2016.8105

Effect of implicit prototype theory on employees' proactive behavior

Social Behavior and Personality An International Journal ◽

10.2224/sbp.8827 ◽

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.

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

Journal of Nursing Management ◽

10.1111/jonm.13074 ◽

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

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

Journal of Hospitality and Tourism Insights ◽

10.1108/jhti-08-2021-0230 ◽

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.

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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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